Building a systemized, codified, scalable sales engine with Ryan Hall

In a tight market, sales become a big concern. Relying on repeat business or referrals no longer cuts it, you have to put in more effort. 

Often in agencies, the know-how on how to get this done is missing; few people come from a formal sales background. So a haphazard approach is implemented and we hope for the best. Only that slapdash approach rarely gets the results we want. 

Is it time for the sales engine to be looked at as an ops challenge? We think so. 

In this episode of The Handbook: The Agency Operations Podcast, Harv Nagra speaks with Ryan Hall, founder of Friday Solved and a seasoned expert in building sales systems for agencies. With over 23 years of experience generating revenue and growing agencies—including two successful exits—Ryan shares practical insights on how to operationalize sales for consistent results.

Here’s what Ryan shares in this episode:

• Why agencies struggle with sales: The pitfalls of relying too much on inbound leads and referrals.
• How to build a scalable sales engine: Breaking the funnel into actionable stages (top, middle, and bottom) and tailoring strategies for each.
• The importance of systemization: How the right processes, tools, and technology create predictable results.
• Sales as a blend of art and science: Why finding the balance between relationship-building and data-driven strategies is key.

Ryan also explains how operational leaders can play a pivotal role in creating a culture of sales excellence and offers practical tips for getting started, including low-cost tools and strategies to build momentum.

If you want to take control of your sales process and future-proof your agency’s pipeline, this episode is a must-listen.

Follow Ryan on LinkedIn.

Follow Harv on LinkedIn.

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This podcast is brought to you by Scoro, where you can manage your projects, resources and finances in a single system.

Episode Transcript

Harv Nagra (00:00):
Thanks for listening to the handbook, the agency
operations podcast.
This podcast is brought to youby Scoro.
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(00:21):
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Now, let's get to the episode.

(01:36):
Hi all, welcome back to thehandbook.
Okay, if your agency is amachine with sales, then kudos
to you.
For the rest of us, I'm notconvinced we have a good handle
on this.
Think about it.
There's so much reliance onreferrals or new projects from
existing clients.
Then there's the classic hybridrole problem that we've spoken
about before.

(01:56):
Often the same peopleresponsible for delivering
projects in an agency are alsoexpected to generate sales.
Next, in my experience, mostpeople in agencies lack formal
sales training.
So you can see with all of thishow we end up with what I'd call
a haphazard approach.
When those inbound referrals andRFPs from existing clients slow

(02:17):
down, or budgets get tighterlike they've been in the past
year, we get into scaryterritory.
A bit of panic sets in.
Maybe we try cold calls or sendout some case studies, hoping
something will stick.
Maybe we even get to the pointwhere we hire a lead generation
business to drum up meetings.
But the thing is, when themarket's tough, that kind of

(02:38):
make it up approach doesn't cutit.
And to be honest, is that reallya way we want to run sales
forever?
Hope for inbound, and try randomthings in a panic when business
is slow?
What we need is a smarter, moresystemized approach.
A sales engine that'soperationalized, codified, and
clever.
And today, that's exactly whatwe're going to be diving into.

(02:59):
So you might be sitting therethinking, well, I work in ops.
Why should I care?
Well, there's two reasons.
One, because who doesn't want abetter, more predictable sales
pipeline for their business.
If the business is doing well,we get to benefit from the
perks, promotions and pay bumps.
And number two, as ops people,we have the power to play an
instrumental role in making thishappen in our agencies.

(03:22):
Our guest today is Ryan Hall,and he's going to help ensure
that we have no excuse for poorpipelines any longer.
Ryan has been in and around theagency space for some 23 years,
having founded Nice Agency in2008 from a blank piece of paper
and led the agency through twoacquisitions.
Friday Solved is Ryan's third goat running an agency, this time

(03:45):
focusing on sales, having alwaysbeen in roles where he was
revenue responsible.
Ryan realized that his ownframeworks were taking shape,
which ultimately led him towhere he is today, solving sales
issues inside businesses.
This is going to be a greatconversation.
Let's get into it.
Ryan, welcome to the show.
Thank you so much for beinghere.

Ryan Hall (04:07):
Thanks for having me.
Really appreciate it.

Harv Nagra (04:09):
Why don't we start with you telling us a bit about
your background in the agencyspace.
I think you've got someinteresting stories there.

Ryan Hall (04:15):
Well, yeah.
I mean, some, some, prewatershed, some post watershed,
I'm sure.
So, we'll keep it clean, but 23years agencies, consultancies,
you see a lot, I've always beenrevenue responsible, in every
single role that I've had.
so always front facing, startedoff in account manager, client
services, moved to businessdevelopment strategy, and then

(04:36):
became a founder.
Yeah.
Yeah.
So obviously you wear everysingle hat.
but again, even in this kind offounding roles have always been
responsible fundamentally forthe revenue that's coming into
the business, whether that'sexisting or new.
I've been through two exits.
so we sold my agency, which iscalled Nice, to a larger
creative group called Karmarama,became shareholder and partner

(04:58):
in that business.
And then we were lucky enough totake that to exit with Accenture
in 2016.
in

Harv Nagra (05:04):
Oh, wow.

Ryan Hall (05:05):
spent my time in Accenture, loads of learnings,
really, really interestingbusiness.
but did exit after the threeyear earn out.
And then since then, did thecliche thing after you do an
exit, became an advisor,obviously.
but along that journey.
Really found my passion again,my focus.
And, two years ago launched abusiness called Friday Solved,

(05:28):
which brought together all ofthe learnings from that kind of
advisory style role into,systemizing, sales for
businesses.
So really kind of embracing thatkind of dirty S word.
And it took me 21 years toembrace it, if I'm being really
honest.
Um, but this is where I'm at,where I am today.

Harv Nagra (05:47):
Amazing.
So, we are talking about yourexpertise, sales and issues
around that in the agency spacetoday.
There is still, think there'sstill a lot of anxiety about the
pipeline with agencies.
What kinds of things are youseeing and hearing over the
past, you know, even few months?

Ryan Hall (06:06):
The challenge that honestly, most businesses that
I've talked to have is theydon't have top of funnel.
They, and I say they, I mean,very much agencies and
consultancies are notorious forthis, lots of businesses and
other sectors like that, theyhaven't nailed down a systemized

(06:26):
way to scale, predict and buildsustainability up at the top of
the funnel.

Harv Nagra (06:32):
Mm.

Ryan Hall (06:32):
So that's kind of number one that we always hear.
You know, businesses that wetalk to are inherently too
reliant on inboundopportunities.
And even then, when you look atthe middle of the funnel, then
has its own challenges becausedealing with an inbound
opportunity from a processperspective, it's actually a
very different sales nuance,sales approach, sales
psychology, to dealing withsomething that's come from cold,

(06:55):
some actual like outbound workthat you've done.
So then actually, you know whatwe are commonly see our
challenges in the middle offunnel because Businesses don't
know what they're doing withdifferent kinds of
opportunities, especially oncethey start to solve the top of
funnel component.

Harv Nagra (07:07):
Mm.

Ryan Hall (07:08):
Obviously the other big trend that we're seeing
right now is massive pressure onclient spending and brand
spending.
I mean it this this year.
Like I said, I've been doingagencies for a long time, And
set Nice up off the back of the2008 great financial crisis.

Harv Nagra (07:24):
Hmm.

Ryan Hall (07:25):
is the worst year I've seen in 23 years.
It's

Harv Nagra (07:28):
Ouch.
Yeah.

Ryan Hall (07:28):
been a real horror show for a lot of businesses.
So they're the things that we'reseeing, but

Harv Nagra (07:33):
Yep.

Ryan Hall (07:34):
is always hot on people's lips.

Harv Nagra (07:36):
Hmm.
Which is why I think it's soimportant for us to have this
conversation.
And, you know, I, I was going togo into that kind of, well, my
generalization is that agenciesare bad at sales.
Why do you think that is?

Ryan Hall (07:48):
It, it's relatively easy to build an agency or a
consultancy on the founders orthe founding team's black book
And when I say build it, it'sactually relatively
straightforward to get to Amillion, two million, three
million, maybe four millionwithout really having to do much

(08:10):
from an outbound perspective.
When you see inbound working andobviously, you know, yeah, it's
like we've had in 2024 are thethings that are making founders,
leaders go, Oh God, actually,you know what?
We need some differentstrategies here.
We can't be reliant on inbound,but you know, in, in easier
years when you're starting tosee inbound just working and
referrals working, you know, andyou don't really have to

(08:32):
systemize that too much.
You don't need to worry too muchabout the rigorous process
because there's just a naturalinflow.

Harv Nagra (08:39):
hmm.

Ryan Hall (08:39):
That becomes a really kind of tricky place when you
have a year like 2024, becauseit really exposes the
weaknesses.
And again, I'm not kind ofcalling anyone out cause again,
I've been amid all thesemistakes myself.
Right.
But it is very, very easy tobecome reliant on these easy
channels.
Like you don't have to put a lotof effort into them because it
just kind of naturally happens.

Harv Nagra (08:59):
yeah,

Ryan Hall (08:59):
Sales in itself is really hard.
And you know, the idea and the,even cause kind of like eating
the elephant of trying to try tosolve sales Becomes such a
monumental challenge for mostbusinesses It just puts them off
trying.

Harv Nagra (09:15):
Mm,

Ryan Hall (09:16):
Which is why you find lots of businesses who are
moderately or relativelysuccessful with zero top of
funnel again, you know as I saidthen it becomes like a real kind
of different lens on the worldwhen you have a year like 2024
and A little bit, you know alittle bit of pandemic a little
bit of 2023 like it's makingbusinesses go actually, you know
What, we're not robust enoughWe're not balanced enough.

(09:39):
We're not taking it seriouslyenough and we haven't systemized
our approach to try to do this.
And I think systemization insales is interesting because
everyone's like, it's a darkart.
It's very much an art at certainparts of it, but other parts of
it are very much science, likeprocess and systems and scale
and data and predictability,like, and it's getting that

(10:02):
beautiful balance of art andscience, which I think scares
people as well.

Harv Nagra (10:05):
Mm.
you said in the pre interviewAgencies think inbound on
existing accounts is sales.
It's not.
It's account development.
And referrals are also notsales.
Those are things you cancontrol.

Ryan Hall (10:16):
Yes, so I think there's always such an
interesting view of, you know,what is sales

Harv Nagra (10:21):
Mm hmm.

Ryan Hall (10:24):
versus outbound.
So a lot of the things that wetalk about are naturally
outbound activities.
Now we use, you know, a varietyof marketing tactics,
techniques, or inboundtechniques in the engines we
build for people.
But ultimately we're trying tohelp educate people to take
control of the channels thatthey can control

Harv Nagra (10:42):
Mm hmm.

Ryan Hall (10:43):
It's an amazing channel,

Harv Nagra (10:45):
Mm.

Ryan Hall (10:45):
control it.

Harv Nagra (10:46):
Right.

Ryan Hall (10:47):
might have a referral strategy, a channel strategy,
but.
You can't make the people inyour referral network turn up
with an amazing deal becauseyou've got, you know, one
client's just canceled a projectand you've got a hole in four
weeks time.

Harv Nagra (10:58):
Yeah.
Mm.
Mm hmm.
Mm

Ryan Hall (11:01):
even with, I mean, there's gonna be some PPC
agencies are going to reallydisagree with us, but personally
speaking, I don't think you cancontrol PPC from a lead gen kind
of sales perspective.

Harv Nagra (11:11):
hmm.

Ryan Hall (11:11):
out there with like really sensible targeting.
You can't make someone click onthat button or even get the
right people click on the buttonat the end of the day.
when it comes to kind of controland sales, the things that you
can control are like directlyimpacting and influencing the
people that you can see ineither your funnel or your cold
prospecting.
you know, with demandgeneration, with email, with

(11:32):
LinkedIn, like you can controlexactly who you want to go and
talk to.

Harv Nagra (11:37):
Mm hmm.

Ryan Hall (11:37):
you want to go and talk to them again Like you
can't make them click a buttonor apply

Harv Nagra (11:41):
Yeah.

Ryan Hall (11:42):
you've got much more control and visibility To what's
happening in that prospect basethan you might have with a
specific inbound oruncontrollable potential sales
channel

Harv Nagra (11:52):
Mm hmm.
And a lot of the time with thesekind of account manager roles,
they do focus a lot on theirexisting client base as well.
And I think to your point,that's not necessarily sales
either.
That is nurturing and accountdevelopment.
Would you agree?

Ryan Hall (12:07):
that i completely agree that that you know farming
existing accounts Is not huntingfor net new sales

Harv Nagra (12:14):
Mm hmm.

Ryan Hall (12:15):
Again, if a business has got a revenue problem or a
pipeline hole or whatever it isYou Account development existing
clients that is immediately thefirst place that you should
start

Harv Nagra (12:24):
Mm hmm.

Ryan Hall (12:24):
always going to be the easiest place to get new
revenue

Harv Nagra (12:26):
Yeah.

Ryan Hall (12:27):
So holistically from a growth perspective It's a
really important part of it, butdon't just focus on that because
there's a enormous untappedopportunity if you can then
break that reliance on thatmodel and go out cold

Harv Nagra (12:42):
Mm hmm.

Ryan Hall (12:43):
doing all of this stuff as well.
So again, when it comes tosales, it's not either or
unfortunately, you just got toactually be doing it all.
So you've got to be doingaccount development, although
it's a little bit more currentdevelopment than I would
actually say sales

Harv Nagra (12:55):
Mm hmm.

Ryan Hall (12:56):
but it's not quite sales for me, you know,
referrals and inbound and PR andcontent marketing and all this
kind of stuff, as well as thedemand generation and all these
other bits on, kind of the, the,the net new sales side of
things.
some point you have to be doingit all.

Harv Nagra (13:11):
Absolutely.
Really good advice.
That leads to my next question,I had a previous episode about
the role of account managers inan agency.
And often that role is kind of ahybrid.
So it gets even more diluted,you know, you're, you're an
account manager, but you alsohave to manage projects.
So the focus is very broad.

(13:31):
And I think often that roledoesn't come from a sales
background.
what, what's your view on that?

Ryan Hall (13:37):
Hiring business development managers, sales
people, whatever it may be, isalmost like the worst job for
any agency to hire for.
And you see time and time again,you know, You see people cvs and
they've got like 12 18 months ina role and it's like repeat
repeat repeat, right?
That basically is saying thatperson i'm not blaming the

(13:58):
individual But that engagementbetween business and business
development manager has failedthey come in And i'll explain a
little bit more my theory behindthis but they're coming in the
first six months is like well Wedidn't get what we needed from
them But it's only six months insales takes a little bit of
time.
Let's give him another sixmonths.
So then it's like 12 months.
It's like oh god still doesn'tfeel like it's working here.

(14:20):
We haven't got the tractionWhere's the deals?
But we've come this far.
Let's take another six monthsand then you get to the 18 month
amount It's like no, we're goingto swap that person out.
My hypothesis behind down to theindividual but Actually
businesses are setting thatindividual business development
manager actually to fail.
Because they're asking them todo too much.
They're asking them to be thefull funnel person and be doing

(14:43):
top of funnel, fat end, coldprospecting at scale, you know,
with the kind of rightconsistency, also nurturing the
middle and making sure themoving middle of funnel
opportunities through and alsopotentially closing as well.
And I actually think that setsthem out to fail.
So coming back to your originalquestion, the safe bet is, well,
we've got these amazing accountmanagement people; We know them,

(15:06):
we've seen them be able to closework.
So let's apportion part of theirtime and get them doing some
business development activities.
The challenge is unless you'vegot the right system and
processes, tools and technologyat the top of funnel and the
right training, that accountmanager is never going to be
able to do top of funnel norshould they actually, it's

(15:27):
probably a poor use of that.
Time and experience put theminto the middle of funnel and I
actually haven't got a problemwith that I actually think
that's a really kind of smartuse of some great resources
because they're naturally notgoing to sell They're actually
just trying to be like greatrelationship people and I think
that's a brilliant brilliantopportunity to put into your
sales engine and They can closebecause you know, they're

(15:49):
farming and closing and all thatkind of stuff, but it's all
built on relationship So I thinkthat's The mechanics of it I
think are really great andinteresting.
And actually we do recommendlooking at repurposing
commercially savvy accountmanagement people into the sales
engine.
The only tricky bit is sales canbe a little bit like quicksand.
Like you can sink quite deep,quite quick because it's quite a

(16:11):
time consuming thing.
And you know, if maybe theydon't have the right brief or
spec or set of responsibilitieslaid out for this.

Harv Nagra (16:19):
Yep.

Ryan Hall (16:19):
They're going to be like on a knife's edge of going,
trying to manage their existingclients, getting sucked into
this very busy time consumingworld of sales.
And that can become a problempoint.
It's like, you know, if you'vegot just a simple math, 70
percent on existing clients and30 percent on, net new,
honestly, like it's a difficultbalance.
Like you've got to be verystrict with your time because if

(16:40):
a client really starts to liketake off,

Harv Nagra (16:42):
Mm

Ryan Hall (16:43):
that person's naturally going to get pulled
away from the net, the net newsales side of things.
so it's.
a difficult one to do this kindof hybrid split responsibility.

Harv Nagra (16:54):
Right,

Ryan Hall (16:54):
saying it doesn't work.
All I'm saying is like, just goin with like the right
expectations that if all of asudden, you know, you're one of
those AMs, Harv, and theiraccount or your account actually
book starts blowing up.
What you need is rather thanjust like letting this stuff
drop, you need the process andprotocols to go, I'm going to
lose all of my time on thisclient.

Harv Nagra (17:15):
right.

Ryan Hall (17:15):
are we going to backfill and do like a really
sophisticated handover?

Harv Nagra (17:19):
Mm-hmm

Ryan Hall (17:19):
catching it really early again comes out of process
right and control how can IRelinquish the responsibility
that was taking up that other 30percent and do a natural
handover some way somehow

Harv Nagra (17:32):
Mm.
And I think this just lendsitself to like, the more mature
you get with this, the morelikely I think it is that you're
going to start having dedicatedpeople responsible for this
stuff.
And the hybrid starts to getmore and more separated, which
is probably a sign of maturityas well.

Ryan Hall (17:49):
Yeah, and as it all starts to work And the business
grows, then there's, as you say,there's less of a requirement
for the hybrids becauseultimately, you know, someone
might be, you know, the examplewe just gave was like somebody
who's got 70 30, right?
So there's an existing count toget sucked this way.
There might also be a person inthat team who is fractional that
goes.
You know what?
These accounts are cooling off.

(18:10):
Why don't I hand my accounts offand why don't I take a hundred
percent responsibility in themiddle of the funnel as an
example, so

Harv Nagra (18:16):
Right.

Ryan Hall (18:17):
both ways.

Harv Nagra (18:17):
Yeah.

Ryan Hall (18:18):
I think as long as we're being mindful and
conscious of pressures and kindof different factors that are
pulling us in differentdirections, just been nimble
about it.

Harv Nagra (18:28):
Does this mean that a BDR role is essential?
Is that somebody you definitelyneed to have in your team or is
there going to be ways aroundthat?

Ryan Hall (18:36):
There's always ways around it because, you know,
there is no perfect storm whenit comes to size, shape, you
know, ability to buy resourcesin for any agency at any size.

Harv Nagra (18:45):
Mm-hmm Mm,

Ryan Hall (18:47):
the one thing I'm quite against is the end to end
business development manager,right?
That analogy, like I said, goingfrom, To have them do a top of
funnel, middle of funnelnurture, all the way to close.
Like that, that to me is afundamental no, no, because I
think you're

Harv Nagra (19:00):
mm-hmm

Ryan Hall (19:01):
in the business.
You set the wrong expectations,the individual, and it's just
too much.
Like you're trying to hire aunicorn.
but I think when you think aboutlike putting the right people in
the right place and the conceptof a business development
manager or a sales developmentrepresentative or whatever it
may be for me.
Anyone who's got, you know, two,three plus years experience, be

(19:23):
going, you know, the best placefor them in your engine is in
the middle of the funnel.

Harv Nagra (19:27):
Mm.
Mm-hmm

Ryan Hall (19:28):
running top of the funnel engine, know, as long as
you have the right strategy,process, technology, tools, and
kind of culture and peoplearound it, can actually get some
really interesting resourcesthat are inexpensive, they might
not have a lot of experience andthey do need some kind of
management leadershiphandholding But you can get them
turning the handle at the top ofthe funnel So it becomes a

(19:50):
really cost effective hire, youknow You've got some of the bit
more experience in the middleand like just don't make them
sell anything Just get them tobe like really good

Harv Nagra (19:58):
Mm.

Ryan Hall (19:59):
then the people who should be closing, that's senior
leadership plus, you know,

Harv Nagra (20:02):
Right.

Ryan Hall (20:02):
to founder.
And again, depending on the sizeof the business, the agency, you
can configure these things orscale the number of people in
each of these kind of buckets.
That for me, that's when we talkabout the right people in the
right place, that becomes reallyinteresting.
Really scalable.

Harv Nagra (20:16):
Mm-hmm

Ryan Hall (20:17):
really resilient, know, so if someone drops out,
actually, that's really quiteeasy to replace that individual

Harv Nagra (20:23):
Mm.

Ryan Hall (20:24):
doing the full shooting match.
They're just doing componentparts of it.

Harv Nagra (20:27):
Right.

Ryan Hall (20:28):
that

Harv Nagra (20:28):
Mm-hmm

Ryan Hall (20:29):
very, very kind of resilient of doing it.
Now you can scale that all theway back.
And have like, think about avery small agency.
The founder

Harv Nagra (20:38):
Mm-hmm

Ryan Hall (20:39):
You might, as you were saying earlier, have like
have an account manager who canrepurpose some of their time to
sit in the middle, as well as alittle bit of dual
responsibility on AM, PM, DM,

Harv Nagra (20:49):
Mm-hmm

Ryan Hall (20:49):
is, I've seen businesses use virtual EAs to
manage the, the tooling and theengine at the top of funnel
before, again, the founder kindof stretches their arm around
that a little bit to make sureit's the right leadership.

Harv Nagra (21:02):
Yep.

Ryan Hall (21:03):
is

Harv Nagra (21:03):
Mm-hmm

Ryan Hall (21:03):
super lean setup And you will I guarantee you'll get
better results off that thantrying to do the end to end bdm
thing

Harv Nagra (21:13):
Mm,

Ryan Hall (21:13):
you know

Harv Nagra (21:14):
mm-hmm

Ryan Hall (21:14):
this systemization processes frameworks right tools
to make sure this is robust Thatbecomes really interesting If
you model that into like ahundred person agency You know,
you might have a few more peopleat the bottom of the funnel.
You might have Three or fourpeople maybe in the middle You
You might have two three fivepeople at the top of the funnel
And again, like loads of coolsubject matter experts who

(21:36):
actually the brands want to talkto you But that's maybe a
separate question separateconversation Like it scales
beautifully

Harv Nagra (21:42):
Mm.

Ryan Hall (21:42):
You know

Harv Nagra (21:42):
Yep.

Ryan Hall (21:43):
that's exciting right because that can grow while you
grow

Harv Nagra (21:46):
Mm hmm.
One thing I kind of, well, Ithink we've all been approached
and sometimes people consider,especially when times are tough,
these lead generation kind ofservices, and I've never used
one myself.
What is your point of view?
Do those work or not?
Okay.
Mm hmm.

(22:08):
Mm

Ryan Hall (22:11):
there's a sliding scale of expense and
sophistication at one end andwhat might look like, even like
pay per lead stuff at the bottomend of that spectrum.
Look, it can work,

Harv Nagra (22:25):
hmm.

Ryan Hall (22:25):
I think that the likelihood, the percentage
likelihood of it succeeding isoften lower than it actually
working.
Reason being.
if you're at the pay per leadend, I mean,

Harv Nagra (22:36):
Yeah.

Ryan Hall (22:37):
spray and pray,

Harv Nagra (22:38):
Mm.

Ryan Hall (22:38):
All they're trying to do is put enough stuff out
there.
So something sticks and it'slike those chance encounters
where it's like, Oh my God,Ryan, can't believe you just
sent me that email or LinkedInmessage.
Cause.
I've literally just finishedwriting a brief about that.
I mean, what are the chances?

Harv Nagra (22:54):
Mm hmm.

Ryan Hall (22:54):
the chances are there if you're sending enough
messages out, but the reality isit's a very difficult process
And they don't really understandlike that those businesses like
their pricing model like it'snot geared around Understanding
the nuances of what the endbusiness is trying to do And it
becomes very unsophisticated andyou end up getting one of those

(23:15):
emails, which everyone hatesgetting it's like Hey, we're a
wordpress agency.
Do you want to buy any wordpresswebsite?
I'm

Harv Nagra (23:21):
Mm.

Ryan Hall (23:21):
mate You know like you're so far from like any
level of sophistication.
Is anyone really sending thatstuff?

Harv Nagra (23:27):
Mm hmm.

Ryan Hall (23:28):
Then you can step up into some of the more
sophisticated offers.
But again The reality is they'restill trying to find the brief.
sales is not about hunting forbriefs.
Sales is about hunting forproblems.
And even in the moresophisticated, more expensive
end of this kind of outsourcedmeeting gen, lead gen thing, the

(23:48):
individuals, nothing againstthem, but they just aren't
equipped well enough versussomeone who if they were inside
your business and knew thenuances

Harv Nagra (23:58):
Yeah.

Ryan Hall (23:58):
of like You know people say words

Harv Nagra (24:01):
Mm hmm.

Ryan Hall (24:02):
a sophisticated salesperson at any level of
experience kind of matrix stylepulling the words apart and
they're going well They'reactually saying this despite the
words that they're using and canyou understand the actual?
hidden intent and meaning inthese conversations.

Harv Nagra (24:16):
Yeah.

Ryan Hall (24:17):
just spot those little micro opportunities where
you can go and drop something inlike a really contextual
relevant a bit of advice, a bitof content, an example of work,
a solution, whatever it may be.
Or just even just show that youunderstand that specific sector
that the end client prospectworks in.

Harv Nagra (24:35):
Yeah.

Ryan Hall (24:35):
So, again, even the sophisticated ones, they can't
do that.

Harv Nagra (24:39):
Mm.

Ryan Hall (24:40):
why, and I've spent lots of money on these kinds of
services over the years, and itjust didn't work because you
just don't care enough about thebusiness.
You don't know enough about thebusiness.
So again, everyone up to fail.

Harv Nagra (24:52):
Yeah.
Yeah.
The knowledge is too shallow, soI can see how that could
backfire.
You know, if you're getting intoa conversation and you just
can't answer it, it just kind ofdoesn't work.
So Ryan, what is the problem ifyou had to summarize it?

Ryan Hall (25:08):
The problem is, despite sales being One of the
top, components for stability,growth, whatever it may be.

Harv Nagra (25:17):
yeah.

Ryan Hall (25:18):
most businesses are scared of it because from the
outside, looking in, it's like abit of a wild, unmanageable,
unfathomable beast to try andget your arms around.
So then, you know, fundamentallybusinesses then rely on the
things that they've seen work inthe past and they're relatively
passive.
You can't control them as well.

Harv Nagra (25:36):
Mm.

Ryan Hall (25:36):
But it's the easier path, especially, you know, when
maybe a smaller business agency,to spin so many plates, like
delivering the work, keep theclients happy, all that kind of
stuff.
Like when it comes to like,well, the inbound stuff's
working, let's just keep doingthis, let's try and do more of
that.
So

Harv Nagra (25:52):
Yeah.

Ryan Hall (25:53):
it's just a scary old place.
second problem wrapped withinthat when a business starts
doing sales.
It doesn't work like nearlyevery time, right?

Harv Nagra (26:04):
Mm

Ryan Hall (26:05):
again, there's a, there's a concept and lots of
heads that, you know, like alight switch.
You can turn sales on, you canturn sales off

Harv Nagra (26:14):
mm

Ryan Hall (26:14):
again.
That's not how it works.
And again, the other bit just tobe, you know, really kind of
transparent.
There's also no silver bullet tosolving sales, right?
So everyone goes, Oh shit.
We're sorry.
I'm allowed to swear on this

Harv Nagra (26:26):
That's fine.
Yeah.

Ryan Hall (26:28):
So I should have, I should have warned him in a

Harv Nagra (26:29):
Mm

Ryan Hall (26:30):
potty mouth.
So everyone goes off shit.
We need more sales.
Like we can, we're seeing ourpipeline drop.
We can see the visibility in ourrevenue starting to drop X
months out.
We'd better start, start doingsales.

Harv Nagra (26:41):
mm

Ryan Hall (26:41):
Light switch on and then all of a sudden they do
some things and they do it forlike a couple of weeks Maybe a
couple of months and it doesn'twork because it's just not that
quick.

Harv Nagra (26:51):
Yeah.

Ryan Hall (26:51):
this is rubbish like Cold demand generation doesn't
work or this doesn't work orthat doesn't work.
It's not fit for purpose for ourbusiness Turn it off again,

Harv Nagra (27:01):
Mm-hmm

Ryan Hall (27:01):
cycle repeats cuz oh god Maybe we should try the
thing again, but you know likesix months time But the problem
is like you're just flicking alight switch on and off, right?
And that's just fundamentallynot how sales works.
Sales is about being consistent,

Harv Nagra (27:15):
Yeah.

Ryan Hall (27:15):
most importantly, you need to think about it like a
process of conversion rateoptimization.
every time you do something insales, And when I say sales, I'm
not saying like taking a briefand closing it.
Cause that's closing a deal.
That's not sales.
That's this much of it.
I'm talking about this much ofit.
Hypothesis, test learn,hypothesis, test, learn,

(27:36):
hypothesis, test, learn.
So when you're doing like coldemail, for example, you know,
everyone runs the first campaignand goes, well, I didn't get any
replies.
I'm like, you're probably notgoing to get any replies because
you haven't like tried tounderstand.
Well.
You know what look onreflection.
Maybe the subject line was wrongor this was wrong Or we need to
tweak this or bring this up Andit's like repeat repeat repeat

(27:56):
repeat repeat repeat to thepoint where you're optimizing

Harv Nagra (27:59):
Yeah.

Ryan Hall (27:59):
level of

Harv Nagra (28:00):
Mm-hmm

Ryan Hall (28:00):
over time But everyone gives up so quickly.
You know, it's like going to thegym or training for the olympics
Like you don't go i'm going togo and run 100 meters in 10
seconds tomorrow; Like you gotto work towards it and getting a
really powerful, scalable,predictable, sustainable sales
engine is about putting the workin, putting the effort in and

(28:21):
training

Harv Nagra (28:22):
Hmm.

Ryan Hall (28:23):
it.

Harv Nagra (28:23):
Absolutely.
You know, when we were catchingup previously about this
conversation, you were sayingthat one of the solutions to
this is also about having tosplit up the funnel and, there's
different problems withdifferent parts.
Can you, can you talk us throughwhat that means?

Ryan Hall (28:40):
Sure.
So if you take a very basicfunnel model,

Harv Nagra (28:43):
Yeah.

Ryan Hall (28:44):
funnel, middle of funnel, bottom of funnel.
So top of funnel is coldoutbound prospecting.

Harv Nagra (28:49):
Mm hmm.

Ryan Hall (28:50):
Middle of funnel is a combination of dealing with
inbound because there's alreadya level of Serious intent if
someone's coming to you with aproblem assuming they qualify
also then having the rightprocesses and procedures to
nurture Also the right patienceand i'll come back to Problem
statement shortly and then ifyou look at the bottom of the
funnel, that's just the close.
So yeah some bottom of funnelnurture Moving them through to a

(29:11):
point of like conversion andactually trying to close that
deal.
So You You know, most businessescan close.
No, not every business isamazing at it, but any business
that's still alive today,certainly after year, like 2024,
they can close,

Harv Nagra (29:26):
Yeah.

Ryan Hall (29:26):
Because you wouldn't have a business.

Harv Nagra (29:28):
Mm hmm.

Ryan Hall (29:29):
again, like it gets harder, the bigger you get, and
there's different problems andchallenges.
And Kind of pulling the founderout of being a founder.
Led close to the differentthings.
There's, there's loads ofproblems in that, but most
businesses, like we don't reallyneed to worry too much about
bottom of funnel because it kindof looks after itself

Harv Nagra (29:45):
Mm hmm.
Mm hmm.
Mm

Ryan Hall (29:48):
that.
But fundamentally, that's notreally where the problem is.
So most businesses, the problemusually is in the middle
because.
You know, no one's patientenough on the top because no
one's mostly, no one's reallyleveraging top of funnel, cold
outreach, cold sales wellenough.
But if we pick them apart andlook at the real problems.
So when it comes to nurture,There's a significant amount of

(30:12):
impatience when it comes toopportunities.

Harv Nagra (30:15):
hmm.
Mm hmm.
Mm

Ryan Hall (30:19):
It's like, well, they came to us.
Like, talking about an inboundopportunity.
Well, they came to us.
you know, now they've gone coldon us.
They mustn't want to do itanymore.
Well, no.
Maybe just be a little bit morepatient.
And know that you aren't thecenter of the prospects universe
And they are also running abusiness and with other problems

(30:40):
and this sort of this kind ofstuff

Harv Nagra (30:41):
hmm.

Ryan Hall (30:42):
they're not replying to you that doesn't mean that
they're not interested anymore.
So the patience game is kind ofa real stumbling block when it
comes to middle of funnelnurture.

Harv Nagra (30:50):
Mm hmm.

Ryan Hall (30:51):
I think I may have mentioned when we did the kind
of the prep call Harv, I think,it took me about five years to
win one of the UK retail highstreet banks, give or take
whatever it

Harv Nagra (31:00):
Yep.

Ryan Hall (31:01):
most agencies would just give up on that.
And I'm

Harv Nagra (31:04):
Mm hmm.

Ryan Hall (31:04):
do that for every single opportunity.
But hung in there

Harv Nagra (31:08):
Yep.

Ryan Hall (31:09):
three marketing director changes And we
eventually did get a gatewayproduct away and then turned it
like a million pound a yearaccount So actually it was worth
it, right?

Harv Nagra (31:16):
Mm

Ryan Hall (31:17):
like the patience bit is so important in the middle of
the funnel

Harv Nagra (31:20):
hmm.

Ryan Hall (31:20):
other some of the other challenges in the middle
of funnel comes out likesystemization processes and use
of technology.
Because actually you can and theproblem is like you just don't
have enough of it.
It's not well enough to find Sothat first problem You Without
the second component becomes amassive problem because actually
if you just solve the fact thatyour business isn't systemized
enough, doesn't have the rightprocess, actually you could even

(31:43):
take away the sting from there'sthe consistency bit because you
could very intelligently usetechnology to do a lot of that
work for you

Harv Nagra (31:51):
Right.

Ryan Hall (31:52):
when the prospect that is actually ready.
So again, that's kind of problemstatement number two.
And then problem statementnumber three in the middle is
very often, I think I mentionedthis earlier, The different
requirements of dealing with aninbound opportunity versus a
cold opportunity, they are verydifferent natural flows.

Harv Nagra (32:08):
Mm hmm.

Ryan Hall (32:09):
So again, when businesses who may have just got
top of funnel working and arestarting to see those drops drop
into the middle of funnel,treating them like inbound
opportunities, which are alreadymuch warmer.

Harv Nagra (32:20):
Right.

Ryan Hall (32:20):
they need to be treated very differently to the
point where that opportunitybecomes warm.
So again, that's some reallyeasy, kind of things to think
about where the, the middle offunnel falls down.
Again, you know, come back tothe people bit,

Harv Nagra (32:32):
Yep.

Ryan Hall (32:32):
not

Harv Nagra (32:33):
Mm

Ryan Hall (32:33):
right people in there with a clear responsibility and
the right process will help itfall over as well.
Well,

Harv Nagra (32:40):
Super, super interesting.
sorry, were you, were you goingto say something or shall I,
shall I,

Ryan Hall (32:44):
I was just

Harv Nagra (32:44):
yep.

Ryan Hall (32:45):
top of funnel because top of funnel again has its own
challenges.

Harv Nagra (32:48):
Yep.

Ryan Hall (32:48):
so.
When it comes to Top of Funnel,the first problem is it doesn't
exist,

Harv Nagra (32:53):
Yep.
Mm hmm.

Ryan Hall (32:55):
the second problem is the consistency, you know, the
dedication, the optimization,like just try and try and try
and optimizing.
and then the third thing reallyis just the appreciation of what
it actually means to dosomething cold.

Harv Nagra (33:08):
Yep.

Ryan Hall (33:09):
the sophistication and the approach, we've got a
philosophy in the businesscalled don't sell,

Harv Nagra (33:14):
Mm.

Ryan Hall (33:14):
sounds counterintuitive from a sales
strategy perspective, but veryoften businesses go way too
hard,

Harv Nagra (33:21):
Mm hmm.

Ryan Hall (33:22):
on going, well, if I'm talking to the right person,
then surely they want to buysomething.
When actually, you think about achannel like LinkedIn, You
shouldn't, and really, reallyshouldn't go for the hard sell
at all.

Harv Nagra (33:35):
Mm.
Mm.

Ryan Hall (33:36):
to build that relationship.
And that's what it really comesdown to.
And even on email where youmight go a little bit harder,
lots of businesses have thewrong approach and they're going
way too hard with no level ofsophistication.
So it doesn't cut through.
So again, that's some of thechallenges you would naturally
see at Top of Funnel as well.

Harv Nagra (33:54):
Right.
What I love about what you'resaying is that given our
operations audience is that'sreally what some of this is
about, or a lot of it, it'sabout operationalizing sales,
having processes and systems andcontinuing to optimize.
So.
That is definitely something theops people in an agency can
support in getting the structureset up.

(34:17):
So what I wanted to do, Ryan, ifit's cool with you, is to go
through each of these stages, orparts of the funnel and just see
if you can share some advice onif somebody was trying to
optimize this or set it up and,you know, that they're super
stressed about their salesengine, what they can do.
So if, if that's okay with you,let's start at the top.

(34:37):
You know, how do you get that inplace and get it working?

Ryan Hall (34:41):
Absolutely.
You know, to your point about,ops people helping support the
sales engine within a business,salespeople who are really good
at sales, no matter what part ofit.
are often not the best people interms of organization and
process.

Harv Nagra (34:57):
hmm,

Ryan Hall (34:58):
skills.

Harv Nagra (34:59):
mm hmm,

Ryan Hall (35:02):
I've had with the people who, I'm not that
organized, right?
people who are organized, whoare like process orientated,
detail orientated, you know, canmake things move from one step
to the other.
I think that is a beautifulblend.

Harv Nagra (35:15):
mm hmm, mm hmm,

Ryan Hall (35:19):
codified, well documented process that you go
from gate to gate to gate togate, you know, but, you know,
to your question about how yousolve Top of Funnel, the first
thing is, you know, Top ofFunnel needs a specific sales
strategy that's dedicated tothat cold outreach.
The two primary channels thatyou're going to have to focus on
are going to be email andLinkedIn.

(35:42):
Lots of people ask the question,well, where does cold calling
sit in the funnel?
Should we be doing cold calling?
Personally speaking, I don'tthink anyone should really be
doing cold calling at the top ofthe funnel.

Harv Nagra (35:53):
mm

Ryan Hall (35:53):
so, you know, leveraging platforms that can
also scale and actually can alsobe very nicely automated.
If you have the right salesstrategy is the way forward.

Harv Nagra (36:03):
Hmm, mm

Ryan Hall (36:05):
mean, I don't know how mature you are.
I'm very immature So when I geta call come through on my mobile
and I don't recognize the numberI do the mature thing and
obviously let it ring out thengoogle the number and see who it
was Right

Harv Nagra (36:16):
hmm,

Ryan Hall (36:17):
like that that's what's happening.
Like I mean, honestly who wantsto take a cold call these days?
No one mm hmm, come back to themiddle of the funnel, so, things
you need to focus on, twochannels are email and LinkedIn,
they're the main areas of focus.
Find the right tools andtechnology, which are all really
inexpensive these days as well.
Like, you know, gone are thedays where you're having to

(36:39):
spend like 5, 000 pound on aspreadsheets with the data.
Like there are simplesubscription services that can
give you all of the data thatyou need in a very simple way,
it's about then making sure thatyou've got the right process.
and strategies combined.
So, like I said, LinkedIn has tobe a much softer burn, slower
burn.
Email can be a bit of a faster,hotter burn, but again, you

(37:00):
know, thinking about the processof we're going to run a
hypothesis this month on emailand know that it probably won't
work.
And we're just gonna look forincremental gains every month,
every month, every month, as westart to release new email
campaigns off the back of thatas well.
The one thing I think, justbarring the tools, the
technology, and the strategy,and again thinking about Ops

(37:20):
people in agencies that can makethis work is Rhythm.
Okay, rhythm and sometransparency around what's
coming through the engine isreally important because all of
those things build sales cultureat the top of the funnel and a
supportive environment where wecan all share transparently and
learn, but built around adrumbeat.

(37:42):
So we know exactly what'ssupposed to be happening and
when.
Even that like micro detail ofif someone's managing the
inboxes of all of these LinkedIncampaigns and email campaigns,
like scheduling certain times ofthe day where that person jumps
in and does the, the mailboxes,like in, in chunks, thinking
about like, we, we call it adaily pulse or a sales pulse,

(38:02):
you know, something in a Slackchannel, for example, where
there's this constant likechatter and I might sound really
like noisy and potentiallydistracting, but actually trying
to build sales culture, it worksincredibly well.
Then going a little bit higherin terms of altitude, thinking
about the weekly rhythm, themonthly rhythm, the quarterly
rhythm, to where the, thebusiness kind of finds this
larger drumbeat.

(38:24):
That's the momentum that helpsmake any sales engine
holistically, but certainly thetop of funnel work.
again, like, like I said, withthe comms bit, trying to kind of
instill that transparency ofwhat's going on.
So it's everyone's, I was goingto say, problem, but actually
everyone's opportunity, buteveryone can see what's going
on.
Everyone can contribute to that.
There's some of the things thatreally, really do make a

(38:45):
difference at

Harv Nagra (38:45):
mm hmm,

Ryan Hall (38:47):
cherry on the top of it.
Don't sell honestly,

Harv Nagra (38:50):
hmm Thank you.
I

Ryan Hall (38:51):
it work.
If you can manage to do itconsistently as well.

Harv Nagra (38:54):
That's really interesting what you're saying.
So, you know, something you werealluding to earlier is that you
need the right people in place,and perhaps at the top of the
funnel is an opportunity to havesomebody that's quite junior in
that role, which ends up beingquite cost effective.
And you were also talking about,Tools that are relatively
affordable these days.
So can you just help usvisualize a little bit of what

(39:15):
that looks like?
You've got somebody that you'vekind of hired that, that seems
savvy.
do they need a certain profileor are you hiring straight out
of uni?
Sorry for asking you reallybasic questions, but like,
what's the, what's the rightprofile for this person?
And then you've got them in theseat.
What are you getting them to do?
Is it like a LinkedIn salesnavigator account or Apollo
account?
What is it?
And what are they doing?

Ryan Hall (39:36):
we recently supported one of our clients in a hiring
process to put, we call themdrivers or purple t shirts to
sit at the top of the funnel.

Harv Nagra (39:42):
Okay,

Ryan Hall (39:43):
their in house recruiter went away with the
brief and a spec that we wrote,came back with, And 10 initial
jobs, a candidate, sorry.
And they were pleased as punch.
Cause they were like, this one'sgot a masters.
This one's got like a year'sworth of experience here, but
like, you know, degree in this,da, da, da, da, da.
And I looked at them, I'm like,I'm not really getting the vibe
from them.
I don't see where like,particularly human orientated or

(40:07):
people orientated

Harv Nagra (40:08):
Right,

Ryan Hall (40:09):
well, we've got these other CVs and I was like, let me
have a look at them.
One person had been cabin crewfor an airline, and there was a
guy who had been working forEnterprise Car Rental for three

Harv Nagra (40:21):
Okay, Yeah,

Ryan Hall (40:22):
And plus some other bits on the CV, as I said, a
guarantee of all thesecandidates and any of the ones
that you get, you'll hire one ofthese two.
in the end, they hired the guyfrom Enterprise Car Rental.
No agency background, not

Harv Nagra (40:37):
Mm

Ryan Hall (40:37):
like true sales experience either,

Harv Nagra (40:39):
hmm,

Ryan Hall (40:40):
we, I can tell from the CV and their background that
they knew people, so they knewhow to handle these little weird
little nuanced kind ofsituations rather than someone
who's just been, and I'mgeneralizing, obviously

Harv Nagra (40:54):
Yeah,

Ryan Hall (40:56):
for

Harv Nagra (40:56):
Mm,

Ryan Hall (40:56):
five years, like degree plus masters, whatever it
may be.

Harv Nagra (40:59):
Mm hmm,

Ryan Hall (41:00):
They're just not like tuned in enough to like what
people like are doing and sayingso, you know, that's one simple
example they're the things thatwe would always be looking for
to be doing that kind of top offunnel and actually in honesty
like any sales role if i'm beingreally honest, but You know
specifically the top of funnel.
We want people who can like tunein a little bit and Understand

(41:20):
how to handle people and kind ofbe nimble on their feet.
Um getting detailed on like whatthe tech stack looks like so
linkedin There's only one placewhere you can get your data from
and

Harv Nagra (41:30):
Yeah,

Ryan Hall (41:30):
navigator

Harv Nagra (41:31):
Mm hmm,

Ryan Hall (41:32):
it's not a very good tool if i'm being really honest
like the filtering tool is notvery good The data is obviously
decent but it it trips itself upbased on the way that people put
information in their profiles

Harv Nagra (41:43):
Okay,

Ryan Hall (41:43):
You That's where you get your date from.
You're either building savedsearches or lead lists, but
you're basically building listsof people that you want to then
communicate with at some point.
And then you need to plug a toolon top of that.
Lots of them available, likethings like Dripify and Sendly
and all this instantly and allthis kind of stuff.
But I'll recommend a tool MeetAlfred.
now I've been using Meet Alfredfor five years as a business.

(42:05):
We do a tech comparison everyquarter

Harv Nagra (42:08):
Mm hmm,

Ryan Hall (42:09):
make sure that we're making the right recommendations
of the best tool in the market

Harv Nagra (42:12):
Okay,

Ryan Hall (42:13):
still waiting out.
I mean, it might not necessarilybe the sexiest, glossiest thing,
but it's really robust, verysimple to use, but that's the
send agent.
So that's when you've writtenyour flow, like your multi step
flow.

Harv Nagra (42:22):
Yeah,

Ryan Hall (42:23):
And you're then plugging it in going, right,
alfred, look at this particularlist in sales navigator.
And now I'm going to like input,copy, paste all the different
stages.

Harv Nagra (42:32):
Yeah,

Ryan Hall (42:32):
that over.
It's like a three stage of fivestage process, like a connect
message, a thank you message, aview profile, a like post and
the message, like whatever itmay be,

Harv Nagra (42:41):
Mm hmm,

Ryan Hall (42:42):
that's where that's happening.
And then you press yeah.
Alfred, I'm cool.
Launch campaign.
And Alfred goes and does a jobfor you.
Obviously one nuance input inthere is like what we as a catch
all like if someone accepts yourconnection request make sure
there's a delay Between thankyou message and the the
individual prospect pressingaccept because Nothing stinks of

(43:03):
like automation.
Like you've literally gone.
Yeah, go on.
I'll accept right?
It's like god Thank you Harv forletting me into your network.
So I just think about the delaysthe kind of human aspect of like
those stages Email also is notvery difficult as from a tech
stack perspective so Where youhave sales navigator for your
data in the linkedin stack Andagain, lots of tools are

(43:25):
available, but we use a toolcalled list kit.

Harv Nagra (43:27):
hmm.

Ryan Hall (43:27):
Apollo.
Apollo does the same thing.
It's a subscription service.
You get so many credits a monthand you can make it this big or
this big or whatever it may be,but fundamentally very cost
effective.
Apollo we used to use, weswapped it out through one of
these kind of tech reviews.
And we think we're using abetter quality product with
better quality data and it'smore accurate and obviously that
impacts deliverability likesales navigate you're doing

(43:50):
filtering and creating a listand it's got this many people in
you need a send agent.
So again loads of toolsavailable, but we use a tool
called smart lead

Harv Nagra (43:59):
Okay.
Mm.
Mm

Ryan Hall (44:03):
double handling which is always but also like who
really wants to be wranglingspreadsheets with the data So in
smart lead, like I want tocreate a new campaign.
You do a drop down list.
You've integrated list kit.
I want near the list.
Number four, pulls it straightin for you without any drama.

Harv Nagra (44:19):
hmm.

Ryan Hall (44:20):
much like Alfred, you've written your flow
elsewhere.
And then you're going messageone, paste, message two, paste,
message three, paste, changingthe delay points between each of
these messages.

Harv Nagra (44:28):
Right.

Ryan Hall (44:29):
when you're ready, you press go.
And then smart lead does all thesending for you.
Now, obviously you need to mailboxes associated to all this,
this and burner domains.
Cause you don't want to like.
potentially pollute your primarydomain.
But architecturally that's kindof it.
And it's, it's not complicated.
The hard bit is the flows.

Harv Nagra (44:45):
Yeah.

Ryan Hall (44:46):
So that's when that's what makes it or doesn't make
it.
But so you can ask a questionthere.

Harv Nagra (44:51):
Yeah, another basic question for, for an agency,
what is like the ideal content?
Is it kind of case studies orwhat do you think If you can
talk about that.
Right.

Ryan Hall (45:10):
to me, a case study is a bit of sales material.
So if I was prospecting you onLinkedIn Harv, like the last
thing I'm going to send youfirst is a case study I'm
literally only there for onereason.
Whereas, you know, if you'reasking for people's opinions on
something or just trying to bepart of their network, because

(45:31):
you work in a similar space,like on LinkedIn, much softer,
initial approaches.
And over time you can slowlydial it up, but let's also bear
in mind that the fundamentals ofsales, no, one's going to buy
anything off linkedin this isnot going to happen What you
need to do is think about thechannel switch and starting to
move move them through thedifferent kind of relationship

(45:52):
gates So on linkedin, can youget them in your network?
Yeah Can you nurture them to apoint where they go?
Yes, go on then i'll take 20minutes for a call I'm not
you're not going to sell to themYou might be asking their
opinion or getting theirfeedback on something or
whatever it may be But by thatpoint you've then channel
switched them from linkedin andyou got their work email Really
important nuance, right?

(46:12):
Cause now you can email themrather than being stuck in a
busy inbox on LinkedIn.
And you've also then met them.
again, once you've done that,you know, the more likely you're
going to reply to your email,can you get them on WhatsApp
even at some point in thatjourney.
I mean, you start moving therelationship along, before you
then start to do things likelittle gear switches, where you

(46:32):
go,"actually that thing you saida few weeks ago, I couldn't get
that out of my head, Harv.
You know we solved a prob likethat for this other brand, and
can I just run this past you?
Can I just run this past youbecause it might be useful, no
pressure.
Like that’s a much betterapproach.
approach.
It’s slower, but you’ll get amuch better conversion rate.
Email, case studies, like notpacks of case studies, but

(46:53):
because you have to be naturallymore direct, be pulling stats,
facts, useful information,interesting nuggets out of case
studies into the flows becausethat's going to be a hook going.
Oh, does this Ryan guy reallyknow what he's talking about?
Does he know financial services?
Oh, well, actually there's astatistic there that he actually
did this thing with HSBC.
Hmm.
Okay.
All right.

(47:13):
Fair enough.
Then maybe he does know whathe's talking about.
Maybe I will reply to him atthis message.
I'm not sending seven page PDFs.
No one's going to read that.

(47:33):
Think of it, you know, wheneveryone's like building
websites and you've got like,you know, know what the current
status, two seconds to make animpression and they're either
going to click off or scrolldown.
It's worse from an email.
Like if they don't like thesubject line, you get deleted
without even opening it.
the subject line clicks, they'llopen it and they'll probably
read like this much.
then you go, you know, they'renever going to read a seven page

(47:55):
PDF, right?
You got to like land yourmessage really quickly to win
them over in that split second.
Otherwise on email, it's just astraight delete.
So, you know, think about that.
I mean, I'm not saying casestudies wouldn't come in later,
but to get them interested inpotentially having a
conversation, you got to put alot of work in to be like, no,
I'm going to do the hard workand I'm going to say these very

(48:16):
specific things rather thangoing.
a 15 page case study doc.
We're amazing.
You should talk to us becausethat's not going to work either.

Harv Nagra (48:24):
Yeah, it's very, very impersonal.
that is really, really helpful.
So let's move on to the middleof the funnel.

Ryan Hall (48:30):
So, you've sorted the top of funnel, you're basically
moving the problem from the topto the middle of the funnel.

Harv Nagra (48:36):
Okay.
Yeah.
Yeah.
Oh, wow.

Ryan Hall (48:45):
in the middle of the funnel.
Because, as I said earlier,never done top cold funnel
before, and all of a suddenyou've got these opportunities
starting to drip in, and it'llbe more and more and more and
more scaling over time, it's Ifyou've never had to deal with
those opportunities, then you'reworking only one way.
you only know how to deal withpeople who have come to you with
a potential brief, rather thanthe people who we've just

(49:06):
explained who, you know, youjust say, okay, yeah, I like
your subject line like this, andI'll have a call with you Ryan.
Now they're starting to movetowards the middle of the
funnel.
That person needs dealt withcompletely differently than the
inbound person.
But again, like thinking abouthow we go about solving that,
Firstly, it's sales stages.
So it's back to process.
It's back to like the sales ops,the operational side of things,

(49:29):
thinking about it, like acustomer journey, most pipelines
are just, haven't got enoughsales stages in them.
like, you know, marketqualified, sales qualified,
brief proposal.
I mean, I'm exaggerating,obviously reality is like, we've
got like 22 sales stages in oneof our funnels.

Harv Nagra (49:46):
Okay.

Ryan Hall (49:46):
That's just on, that's like MQL down close.

Harv Nagra (49:49):
Mm.

Ryan Hall (49:49):
That might sound totally obscene.
But I can then look at the dataand go without like having
these, you know, Kanban boardstyle columns with like 50, 70
deals in that you just can't seethe wood for the tree.
So when you're doing followups,that becomes really difficult.

Harv Nagra (50:07):
Mm.

Ryan Hall (50:07):
you spread them out and thinking about the
intricacies of the customerjourney,

Harv Nagra (50:12):
Yeah.

Ryan Hall (50:12):
micro nudges that you're doing every time to like
endear them more and more andmore and more closely to you,
then the followup processbecomes much easier.

Harv Nagra (50:20):
Mm.

Ryan Hall (50:21):
you've got more columns, but you can segment
your working rhythm by slot onmy diary, I'm going to do that,
that, that column.
The next slot on my diary, thenext day I'm going to do the
next three, and the next three,and the

Harv Nagra (50:31):
Mm.

Ryan Hall (50:31):
And you're looking at like maybe 10 bits of data
rather than 50 bits of data, andnaturally it's an easier way to
do it.

Harv Nagra (50:37):
Right.

Ryan Hall (50:37):
real secret sauce is like thinking about it as a UX,
CX style customer journey.
So again, ops people arebrilliant at this stuff.
And if you're having a house ofUX people get them involved

Harv Nagra (50:49):
Mm.

Ryan Hall (50:49):
Because they're going to really enrich the way That
your customer experience isdelivered.
Like the prospect isn'treceiving the customer
experience when they buy youThey're receiving the customer
experience from the first timeyou try and touch them

Harv Nagra (51:02):
Mm.

Ryan Hall (51:03):
the customer experience and I know anyone
who's listening in a Digitalagency is going to go.
Well, obviously that's how itworks.
But You Honestly, like not manysales engines are organized with
CX UX style thinking

Harv Nagra (51:17):
Mm hmm.

Ryan Hall (51:18):
It's just like did you send the proposal?
I'd have got the proposal.
All right, you're waiting forthe brief Yeah, i'm waiting for
the brief.
There's probably six stages inbetween there

Harv Nagra (51:25):
Mm.

Ryan Hall (51:26):
So that's a major major pitfall and again, you can
use smart technology I mean,simply as smart as like HubSpot

Harv Nagra (51:35):
Yeah.

Ryan Hall (51:35):
like that to alternate some of these columns.
So, you know, you don't evenneed to do the hand crafted
follow ups at some point,

Harv Nagra (51:42):
Yeah.

Ryan Hall (51:42):
they're going to go into like some kind of, you
know, the point about, stickingwith opportunities and playing
the long game.
And if someone goes cold on youafter like four or five, like
manual nurtures, The next stagein that process should just be
like an automated, you know,cooler nurture like they've
cooled off They're not dead tome because they haven't told me
no yet I haven't run over thecat or anything.

(52:03):
I've done

Harv Nagra (52:03):
Heh heh.
Yeah.
Yeah.

Ryan Hall (52:06):
they really didn't want to do it like at least tell
me and otherwise i'm going tokeep following up with you But
stick them in an automatedbucket where it's just like drip
drip drip with some reallyuseful stuff content Maybe a
case study or two, but keep itas useful as possible You That
is gold.
And then when they reply, go,Oh, cool, bro.
They're back moving straight tothe next one.

(52:26):
Take them off the automation,pick it up from a human
perspective,

Harv Nagra (52:30):
Mm.

Ryan Hall (52:30):
where they go and start moving through stage by
stage.

Harv Nagra (52:33):
Yep.
And you know, you were sayingthis is where like the accounts
team can, can get to work andsupport and they already have
all this kind of great skill andrelationships.
But I can see from what you'resaying there, there's actually a
lot to that process as well.
So there's really a lot of kindof, systemization required and
thinking required to, Get all ofthat right.

(52:53):
Let's talk about bottom of thefunnel.
Earlier you were saying thatthis is probably not an issue,
but any advice for, for that?

Ryan Hall (53:01):
Less of an issue, because if you can't close, you
haven't got a business.

Harv Nagra (53:04):
yeah, no

Ryan Hall (53:09):
last about.
it's also the thing that mostbusinesses want to talk to us
last about as well.
But, again, you know, some ofthe pitfalls, not enough nuance
to sale stages at the bottom ofthe funnel.
it doesn't go from proposal,negotiation, subject to
contract, close.
at the bottom of the funnel, Ithink we've got maybe nine or 10

(53:31):
steps.

Harv Nagra (53:32):
way.
Wow.
Yeah.
Okay.
Yeah.
Mm hmm.
Mm hmm.
Mm.

Ryan Hall (53:43):
the money.
I'm not ready.
I need to hire that person,blah, blah, blah, whatever it
is.
I'm like.
Cool.
Like they're still in the game.
I can cool off a little bit.
They've been really transparenttiming, I might jump from
proposal to bottom of funnelnurture because they're like, Oh
God, this is amazing da da, sothen I'm like, right, well, I
actually just need to lean in.
Right.
Keep giving them some stuffthinking about the other tactics
that are on my toolbox.

(54:03):
Like maybe now's the time whereI should roll out my like killer
reference who is always happy toget on a 20 minute call with
someone to tell them how great,but also, you know, what, but
what's not like things to watchout for, like being transparent.
Maybe that's what I should do.
That's like the nurture phase.
Then again, there's loads ofother little micro stages.
To get them even to go.
Yes.
And even when they said yes,it's still like, you know what

(54:25):
that's like from a contractingprocess perspective.
It's like, yeah.
Have they issued the contract?
we negotiated the contract?
Do I need a procurement loopdepending on what sectors you
work in?

Harv Nagra (54:35):
Mm hmm.

Ryan Hall (54:36):
then finally, You know, fall off the line,
potentially on close, orhopefully not lost.
But, again, like, so it's aprocess thing really, really,
really is importantly process,but then also it's a casting
challenge.
So, you know, going back to thatpitfall of end to end business
development person,

Harv Nagra (54:52):
Yep.

Ryan Hall (54:53):
bottom of funnel, depending on size of businesses,
founder, founding team, or evenlike down to leadership, Maybe
even like, depending on what itis, he might even have the scale
where you're doing like senioraccount directors who are doing
closing at that stage.

Harv Nagra (55:08):
Mm hmm.
Mm

Ryan Hall (55:09):
assigned, do they have clear responsibilities?
Is the process there?
Is that the thing that they'reactually focused on?
Do they have the time to do it?
Like, have we made sure thatthey're trying to balance other
responsibilities elsewhere?
Especially if it's a founder.
Yeah.

Harv Nagra (55:22):
hmm.

Ryan Hall (55:23):
do they have the time to do it?
Like, are we carving time out intheir diary?
Are we talking about this fromlike that rhythmic perspective

Harv Nagra (55:30):
Right.

Ryan Hall (55:31):
Like this is where it turns from a ticket on a Kanban
board to like cash in bank.

Harv Nagra (55:37):
Mm hmm.

Ryan Hall (55:37):
Hey, Mr.
And Mrs.
Founder, this one's hot to trot.

Harv Nagra (55:40):
Mm.

Ryan Hall (55:41):
fast.
We need you to weigh in now,prioritize this because we can
close this in the next twoweeks.
Like it's those levels ofconversation, but that actually
comes from the process up theprocess and the operation, the
procedures are the bits thatexpose these conversations.
So then the people who have theart bit rather than the science
bit can just do what they do

Harv Nagra (56:01):
Yeah.

Ryan Hall (56:01):
so it's a controlled situation

Harv Nagra (56:05):
I love that.
I have a question.
to ensure somebody in theseroles excels, what can
management do in terms of likesetting expectations or, KPIs or
tracking, is it, is it justfundamentally, they need to make
sure all parts of this are inplace.
So having the systems, havingthe processes mapped out and
then setting the objectives, oris there anything that you can,

(56:28):
you can advise there?

Ryan Hall (56:29):
The simple answer is yeah, you need all of those
things you can't boil the ocean.
Okay It's about being reallysensible about the way that you
phase Out all of this stuff andeven when it comes to reporting
KPI's, KPI's expectations andlike phase it, right?
So you're going You know Maybeone element of phasing is we're

(56:51):
going to solve top of funnelfirst or maybe we're going to
crack middle funnel Whatever itmay be but tackle that bit
rather than the whole bit Youknow phase the way that you
start to bring rolesresponsibilities to life So
there's an expectation, almostlike a roadmap of, okay, Harv,
I'll come in at the middle ofthe funnel.
But what we want you to do todayis like, just pick up these
first five opportunities becauseyou're balancing the AM, DM, PM,

(57:14):
whatever

Harv Nagra (57:14):
Right.
Yeah.

Ryan Hall (57:15):
And then, you know, in month two, we're going to try
and get you to 10 in monththree, we're going to get you to
20, but we're going to startwith a very simple process.
Now we're going to evolve theprocess of this later.
And again, this is like a super,super like ops like playground
of what we're talking about, butthat's going to think that's
going to really help thissucceed and land

Harv Nagra (57:32):
Mm hmm.

Ryan Hall (57:33):
more complicated and potentially more politically
charged organization, the morephasing that you really need,

Harv Nagra (57:38):
Right.

Ryan Hall (57:38):
a very, very basic level for a smaller agency,

Harv Nagra (57:42):
Yeah.

Ryan Hall (57:42):
like do top first,

Harv Nagra (57:44):
Mm hmm.

Ryan Hall (57:45):
second,

Harv Nagra (57:46):
Yeah.

Ryan Hall (57:46):
bottom third, like even as a basic format, do that.

Harv Nagra (57:50):
Absolutely.
I think when you try to doanything very quickly, you get
overwhelmed and then it becomesreally difficult.
We've already talked tech, butyou kind of just very briefly
touched on CRM and you mentionedHubSpot.
Is that an essential part of thetoolkit?

Ryan Hall (58:04):
CRM is,

Harv Nagra (58:05):
Mm-hmm

Ryan Hall (58:06):
HubSpot is a great tool.

Harv Nagra (58:08):
Hmm.

Ryan Hall (58:10):
I've kind of got a slightly love hate relationship
with it because it is a reallygood tool

Harv Nagra (58:13):
Mm,

Ryan Hall (58:14):
But it

Harv Nagra (58:14):
mm-hmm

Ryan Hall (58:15):
expensive really quickly, you know as soon as
like, oh, we've doubled theamount of data We've got cool
that costs more we need to addmore seats that costs more We
want to do something moresophisticated the sales stack or
the market stack Well, all ofthat stuff more and you know, it
gets really expensive reallyquickly So whilst it's an
amazing tool I think you've gotto be really conscious about
what it might end up costing you

Harv Nagra (58:35):
Sure.

Ryan Hall (58:35):
about that return on

Harv Nagra (58:37):
Yeah.

Ryan Hall (58:38):
however

Harv Nagra (58:39):
Mm-hmm

Ryan Hall (58:40):
aside, CRM, really important, even if you just go
back to like the simplicity ofthose sales stages, you could, I
mean you could, but it justdoesn't work so well in a
spreadsheet.

Harv Nagra (58:50):
Mm.

Ryan Hall (58:51):
even if you bought like a

Harv Nagra (58:52):
Yeah.

Ryan Hall (58:53):
CRM,

Harv Nagra (58:54):
Mm hmm.
Mm

Ryan Hall (58:57):
and just used it for content management, tagging, and
sales stage, and multi pipeline,so you'd have a pipeline for we
have one called main pipeline,which is mql to close

Harv Nagra (59:08):
hmm.

Ryan Hall (59:09):
Top of funnel linkedin top of funnel email top
of funnel inbound so on so forth

Harv Nagra (59:13):
Mm.

Ryan Hall (59:13):
can like get really clear views in there Even if you
just did that with a crm tool alow cost one that will make a
massive difference to yourbusiness

Harv Nagra (59:21):
Right.

Ryan Hall (59:22):
really quickly

Harv Nagra (59:23):
Okay.

Ryan Hall (59:23):
i'm not against spreadsheets

Harv Nagra (59:25):
mean, I am.

Ryan Hall (59:26):
really quickly

Harv Nagra (59:27):
You might not be, but I am.

Ryan Hall (59:28):
rather be using a crm

Harv Nagra (59:30):
Yeah, absolutely.
Absolutely.
And, and what you were sayingearlier about data just flowing
between systems, it's just, whenyou get buried in copying stuff,
it just gets so outdated and sodifficult to manage.
So I think that's really, reallygood advice.
I think one of the challengesalso though, is that if you
don't have that sales culture orit's your, account managers

(59:50):
trying to use the CRM.
If they haven't used those toolsbefore, then it comes with a
learning curve and you do needto invest the time to make sure
your team knows how to get thebest out of those tools.
Otherwise, it's not going towork.
If they're just used to usingOutlook to send emails, like
it's just going to kind of fallflat.

Ryan Hall (01:00:07):
Training is so important,

Harv Nagra (01:00:09):
Absolutely.

Ryan Hall (01:00:10):
A clear brief a clear set responsibilities And not one
and done style training

Harv Nagra (01:00:15):
Yeah.

Ryan Hall (01:00:16):
But ongoing, even if you call it coaching rather

Harv Nagra (01:00:18):
Yeah.

Ryan Hall (01:00:20):
it's really important to make it work.

Harv Nagra (01:00:21):
Absolutely.

Ryan Hall (01:00:22):
I love this fact.
You said sales culture, causeit's a such an important part of
it.

Harv Nagra (01:00:25):
Yeah

Ryan Hall (01:00:26):
you've got to be, you've got to, we've got to get
people excited about sales.

Harv Nagra (01:00:29):
Mm hmm

Ryan Hall (01:00:29):
Like it's not the horrible icky thing.
Like it's actually, it should bereally exciting for the people
working on

Harv Nagra (01:00:35):
Yep So you've given some really good suggestions
there on what agencies can goand do to kind of get the
structure in place But you knowif somebody has that funnel
sorted is there things theycould be doing to take it
further Um,

Ryan Hall (01:00:50):
have the right strategy process, people,
technology, culture, nailed downfor top, middle, bottom, the
funnel,

Harv Nagra (01:00:56):
Yeah,

Ryan Hall (01:00:56):
absolute credit to you.

Harv Nagra (01:00:58):
Mm,

Ryan Hall (01:00:58):
But the number one bit of advice at that point is
the job is not done,

Harv Nagra (01:01:03):
Mm,

Ryan Hall (01:01:03):
Go back and think about how you can constantly be
optimized, optimized, optimized,optimized, optimized.
So even from a customerexperience, customer journey
perspective, it's getting reallyslick and impressive.

Harv Nagra (01:01:13):
Yeah,

Ryan Hall (01:01:14):
The second thing I'd be saying is how do you scale
it?

Harv Nagra (01:01:17):
Mm,

Ryan Hall (01:01:18):
the more scale at the top of the funnel,

Harv Nagra (01:01:20):
Mm hmm,

Ryan Hall (01:01:22):
through all of those sales stages.
They're like my number twothings, you know, and the scale
bit and the optimization bit,like those two things are
really, really important to keeppushing.
you know, just don't become,don't become bedded into like to
what you think is good todaybecause there's, there's always
more to be done.

Harv Nagra (01:01:38):
Mm hmm.
Really, really good advice.
so you know, somebody might belistening to this thinking this
sounds really good and yeah, Ican tackle top of the funnel
first and try to take away someof your advice, but there could
be a sense of overwhelm and notknowing where to start.
And then also being like, okay,well, Ryan mentioned these
tools.
I don't know how to use these.
Is that the kind of stuff thatFriday Solved supports and your

(01:02:01):
team does?
Can you go in and audit and helpcreate these structures?
Can you, can you talk us throughhow that works?

Ryan Hall (01:02:08):
Yeah, I mean, if you don't have something, we

Harv Nagra (01:02:11):
Yeah.

Ryan Hall (01:02:11):
implement it for you.

Harv Nagra (01:02:12):
Mm.

Ryan Hall (01:02:13):
but again, we're a, we're a done with you service,
right?
And because we're all aboutempowerment, we want to get in,
do the thing to you,

Harv Nagra (01:02:22):
Mm hmm.

Ryan Hall (01:02:22):
you, train you, put all the kind of modern, process,
strategy, technology in place,and then leave you.

Harv Nagra (01:02:30):
Yeah.
Mm hmm.
Mm

Ryan Hall (01:02:32):
like the next retainer that someone's going to
get hooked on.
You know, we're very much aconsultancy in out, do the work
and empower and leave you.
But whether it's a build,whether it's, a review, whether
it was an optimization, whetherit's just general coaching and
advice or support.
We can work with businesses inall different shapes and sizes,
but also different ways as well.
very often we're coming in withlike a blank bit of paper on the

(01:02:54):
top of the funnel

Harv Nagra (01:02:55):
hmm.

Ryan Hall (01:02:55):
everything we do touches strategy, process,
technology, people, culture.

Harv Nagra (01:02:59):
Mm.

Ryan Hall (01:02:59):
Different shapes and sizes.
but you know, we can we can getwe can get businesses Empowered
really quickly if that's whatthey want.

Harv Nagra (01:03:08):
Excellent.
Excellent.
And you have a book coming outsoon, I think, as well.
tell us about that.

Ryan Hall (01:03:14):
Yeah, it is.
it's probably one of the worstthings I've ever done in my life

Harv Nagra (01:03:17):
Okay.

Ryan Hall (01:03:19):
I'm really pleased that i've finished it.
I think

Harv Nagra (01:03:21):
Yeah.

Ryan Hall (01:03:22):
product but I think I started writing it in, on my
honeymoon in, oh god, when wasmy honeymoon?
It's like 2016

Harv Nagra (01:03:31):
Okay.

Ryan Hall (01:03:32):
and it's been, it's come through like four or five
different incarnations, butbasically the incarnation which
we've just wrapped I'm makingsome minor tweaks.
It's called Don't Sell

Harv Nagra (01:03:41):
Mm hmm.

Ryan Hall (01:03:41):
it is basically our entire playbook So it touches
the positioning side of things,the strategy and process side of
things, the demand engine, thenurture component, the culture
component, the, you know, build,how to build it, how to
establish

Harv Nagra (01:03:56):
Oh, amazing.

Ryan Hall (01:03:57):
run it yourself.

Harv Nagra (01:03:58):
Yeah.

Ryan Hall (01:03:59):
it, I think, I don't know, I mean, some people have
read it already and they said,it's good.

Harv Nagra (01:04:03):
Okay.

Ryan Hall (01:04:04):
to get some complete strangers to read it and give me
some real, really harsh feedbackon it, but I think it's a good
quality product.
I think people will find ituseful.

Harv Nagra (01:04:11):
Amazing.
So, don't sell, and it's comingsoon.
So, look for that.
Excellent.
Excellent.

Ryan Hall (01:04:16):
order it.
we do have some copies printedalready, but If you do want to
pre order i'd be happy to shipit out to you But i'll get you a
copy as well how you

Harv Nagra (01:04:22):
Amazing.

Ryan Hall (01:04:23):
give me the give me the harsh

Harv Nagra (01:04:24):
I'd love that, I'd love that.
so where can people go to learnmore about yourself and connect
with you and about FridaySolved?

Ryan Hall (01:04:32):
definitely come and find my linkedin

Harv Nagra (01:04:33):
Okay.

Ryan Hall (01:04:34):
you'll see lots of pink on my profile so you can't
really miss me

Harv Nagra (01:04:36):
Mm hmm.
Mm hmm.
Mm.

Ryan Hall (01:04:40):
an article every week, you know, with really kind
of useful insight.
So come and check us out there.
Subscribe to our LinkedInnewsletter as well.
obviously we have a website, sofridaysolved.
co.
uk come and check us out there,but, honestly, our main
storefront is LinkedIn.
I think that gives you thereally, the cleanest and best
view of what our opinion is andhow you go about solving sales.

Harv Nagra (01:04:59):
Excellent.
Ryan, it's been amazing speakingto you and really, really good
advice there that people cantake away and implement and,
look you up, of course, on yourwebsite and LinkedIn and also
look for your book.
So I really appreciate yourtime, and sharing all your
knowledge with us today.

Ryan Hall (01:05:15):
Thanks for having me.
Really appreciate it Harv and,really, really enjoyed the
podcast.
So thanks for having me on.

Harv Nagra (01:05:19):
You're very welcome.
Thank you so much.
Hey all, welcome back.
This has been the longestepisode of the podcast we've had
to date, and I think you can seewhy.
Sales is a big challenge, andthere was so much great advice
coming from Ryan.
There was literally nothing Icould cut, to slim this down.
And like I said in the intro, ifyour sales engine works
exceptionally well, then that'sa huge congratulations to you.

(01:05:43):
I'm not sure I've seen anyagency running their sales as
slickly as Ryan talked to usabout today.
But imagine having that in placeinstead of the panic about your
pipeline, knowing that you'vegot a machine in place that will
bring in results.
I'd encourage everyone listeningto ensure they've signed up for
the handbook newsletter so thatyou get a cheat sheet from the

(01:06:03):
episode today with Ryan's advicewhen it goes out next week.
You can sign up atscoro.com/podcast and scroll
down to find the sign up form.
And then, stop stressing aboutyour sales pipeline and start
actioning some of Ryan's advice.
Now, if you enjoyed theconversation we had today, then
please share this episode with afriend and tell them to

(01:06:24):
subscribe.
And lastly, if you're listeningto this episode when it goes
live in the end of December,this is our last episode of the
year.
So I'm wishing you all the bestover the holidays with your
loved ones.
Eat all the food, have theBaileys, have a nap every day,
and turn off your Slack andemails.
That's what I'll be doing.
Thank you so much for yoursupport this year and for being

(01:06:46):
a listener of The Handbook, andonce again, have a wonderful
holiday from myself and fromeveryone at Scoro.
I'll be back with the nextepisode soon.