February 19, 2024 • 28 mins
Get ready to accelerate your revenue enablement success with insights from Forrester VP and Principal Analyst, Peter Ostrow.
Recently Peter joined me to unpack the potential of AI to transform Revenue Enablement efficiencies and results. If your Sales Enablement budget is like most the team is understaffed and underfunded while juggling competing priorities.
Listen now to hear how you can use AI tools you already own to maximize their impact on every facet of your enablement programs, from RFP analysis to tailoring pitch-perfect emails.
Peter Ostrow is currently VP, Principal Analyst at Forrester B2B Sales. Peter capitalizes on 20+ years of revenue growth leadership in sales enablement, sales talent management, and operational expertise. Prior to joining SiriusDecisions and Forrester, Peter was a VP/Research Group Director for the Aberdeen Group, where he founded and was Principal Analyst for the Sales Effectiveness Practice, as well as overseeing research in marketing, customer success, field service and human capital management disciplines. Prior to his analyst work, he was a long-time B2B sales rep, manager, and enabler.Since 2020, Peter has served on the board of directors of the Sales Enablement Society, the largest and only nonprofit organization dedicated to the sales enablement profession.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to the Revenue Enablement Society
Stories from the Trenches, whereenablement practitioners share
their real-world experiences.
Get the scoop on what'shappening inside Revenue
Enablement teams across theglobal RES community.
Each segment of stories fromthe trenches shares the good,
the bad and the ugly practicesof corporate Revenue Enablement
(00:24):
initiatives.
Learn what worked, what didn'twork and how obstacles were
eliminated by enablement teamsand go-to-market leadership.
Sit back, grab a cold one andjoin host Paul Butterfield,
founder of Revenue FlywheelGroup, for casual conversations
about the wide and variedprofession of Revenue Enablement
, where there's never aone-size-fits-all solution.
Speaker 2 (00:48):
Hello everyone and welcome back to another episode
of the Revenue EnablementSociety podcast, stories from
the Trenches, the podcast wherewe bring together practitioners
and experts from our field fromall over the globe.
We talk about the innovativeways that they're getting things
done.
We talk about what they'reworking on and sometimes even
the things that didn't go sowell, because there's always a
(01:08):
lot to be learned from that.
So we want to welcome you andalso welcome our guest for this
episode we have with us fromForester Peter Astrow.
Peter, some of you may know thename because he is a member at
large of the RES Executive Board.
Peter also is VP and PrincipalAnalyst at Forester.
So welcome Peter.
Maybe introduce yourself alittle bit about what you're
(01:31):
working on.
Speaker 3 (01:32):
Thanks, paul, I appreciate the time to spend
with you.
And what is this?
The 498th Stories from theTrenches episode or something
pretty close to that?
At least the 498th take.
Yeah, it's been a great series,yeah, yeah.
So, as Paul mentioned, Ifollowed up a long career in B2B
selling, sales management,enablement and ops.
With coming to this side of theequation, where I don't really
(01:55):
do anything, I just tell peoplewhat to do, it's a great gig.
I recommend it highly.
I live outside of Boston.
We've got some piles of snowoutside from the storm this past
weekend.
We've got a lot of questionsabout the future of Bill
Belichick and those will all beresolved one way or the other by
springtime both the weather andour once awesome Patriots'
(02:17):
capabilities here.
Fun fact, paul In college I wasa member of what I think to
this day is the only ice skatingpep band in the world.
That is a fun fact.
You and I have known each otherfor quite a long time and I
think it's the first one timeI've sprung that one on you.
I think it is.
What instrument did you play onskates?
I was in the Brown Universityband initially on clarinet and
(02:40):
saw that the percussion folkswere having a lot more fun and
drinking a lot more.
So I made that transition.
My roommate, senior year, wasthe bass drummer.
Someone would skate draggingthe bass drum behind them and he
would skate behind playing thebass drum.
I mean you won't find me onYouTube, but you can certainly
(03:01):
YouTube Brown University icehockey band and see the
shenanigans that go on.
That sounds worthwhile.
Speaker 2 (03:10):
I will do that, but for now we're going to play the
Jimmy Kimmel Challenge.
Are you ready?
All right, so later this yearKimmel decides to retire.
Through your connections, youare offered his late night show
and you can have anybody youwant as your first guest.
Who did you invite?
Who will you invite and why didyou choose them, living or not?
Speaker 3 (03:30):
living.
Speaker 2 (03:30):
Living or not living?
Speaker 3 (03:33):
Barack Obama.
Speaker 2 (03:34):
All right, I think it's the first time that he has
come up.
Michelle's been mentioned twicethat I can think of, but why
President Obama?
Speaker 3 (03:44):
Two reasons.
One I want to find out if he'sgoing to become the new
president of Harvard University,because that's been floated
around.
And number two, just veryhonestly, paul, my mom and dad,
george and Ina Ostro stillkicking at 92 and 89, raised my
siblings and me with what Iconsider to be a pretty high bar
(04:06):
of class, ethics, morality, andI think President Obama
demonstrated in the publicsector at least as much of that
as any famous person I've everpaid attention to.
Nobody's perfect, but I'd loveto have him for a guest show
guest.
Speaker 2 (04:24):
I would love to, if I was on that show with you,
would ask him about hot boxing,as Barry Obama back in Hawaii
back in the day, because he'stalked about that, he's referred
to it.
I guess I should say I'll betthere's more stories there than
what he has shared publicly, soneed to get him on that show.
All right, so let's talk aboutAI.
(04:45):
There's a topic nobody'stalking about but, in all
seriousness, as you and I werepreparing for this, one of the
things that I would really amlooking for talking with you in
that you brought up in San Diegoat the RES conference, which
has been a few months by thetime this airs and that is that
there's a lot of excitementabout AI, but also a lot of fear
(05:08):
, or at least concern, and thatmaybe we're not, as a profession
, not being as proactive as weshould be.
Did I get that right and youwant to elaborate on that for me
?
Speaker 3 (05:21):
Yeah, you and I have had many conversations about
this, and I'm not just sayingthat to Panda.
We literally have hadconversations at this and our
board, our board memberships,have overlapped with that
happening.
Enablement is too often areactive function.
It's too often the folks thatwe throw a bunch of other stuff
(05:42):
at because we can't figure outwho is going to take care of it.
That tends to not only dilutethe effectiveness of enablement,
because they become more of ajack of many trades instead of a
master or a few, but it alsodowngrades the view people have
of them.
They're just going to do thisextra training, they're going to
run this extra sco event, andif enablement deserves, let
(06:02):
alone wants, some sort of a seatat the grown-ups table of
decision-making, there needs tobe a way in which they become
more of a leader inside theorganization, and you and I know
this.
Anybody can be a leader,doesn't matter what your job
title is if you have no peoplereporting to you.
The same goes for functions,and the interesting thing about
enablement is vast majority offolks in the space.
(06:26):
From what I see with mycustomers, our customers, and,
frankly, what I see even fromthe customers of all of the
enablement automation vendors isthey have yet to really do much
with it.
Hardly anything in theenablement space, and I feel
like it's just analysis,paralysis.
Well, we don't know what.
We're waiting for someone elseto tell us.
(06:46):
What is the security?
What is the privacy?
The fact is, 95% of the folkswho are in our community, who
are listening to this already,are paying every single month
times 50 or times 500 or times5,000 reps for their revenue.
Enablement automationtechnology it's there.
It's integrated with your CRM.
(07:08):
You're hopefully seeing peopleuse it pretty well.
You're already paying for brandnew generative AI and
relatively new AI capabilitiesand, like so many apps that we
use as consumers, you're notgetting everything you're paying
for, and so that is a greatopportunity to go to the vendors
and say, hey, you now havegenerative AI and AI
(07:29):
capabilities and I think I'malready paying for them.
We need to step up ourrelationship and show me what I
can and should be doing now.
Speaker 2 (07:39):
So when you said a minute ago that there's not
enough being done with it,you're referring to the
practitioners, not the platforms.
Speaker 3 (07:47):
Platforms are all great.
We took a look at all of themlast summer and they're not all
quite at the exact same level ofmaturity and advancement, but
even the least advanced of themare doing they've all done
things with AI for a while right?
Ai is not smart, ai is just alot faster and a lot more of
(08:07):
manual labor.
If it's a matter of figuringout which asset is right for
this seller in this buyersituation at this stage of their
deal, in this market, with thisskew, in this geography, that's
just manual taxonomy automatedby AI.
The generative piece hasenormously bigger you know
perspective and possibilitiesand they've all brought them,
(08:28):
even the least of them, to areally nice place.
It's really.
It's a moment.
I refer to it as equivalent tothe Y2K moment.
Some of our audience won't knowwhat we're talking about.
Those who do recognize that Y2Kwas a moment 25, 27 years ago
when we kind of got our you knowwhat's out of our you know
(08:49):
what's.
We stopped worrying about ourindividual silos and budgets and
we all said, wow, wecollectively capital W need to
fix this or address this.
Gen AI is really the firsttechnology innovation that's
that big and that broad sincethat time.
Speaker 2 (09:05):
Interesting observation.
I love what you said Covenantsago about not being reactive all
the time, and I absolutelyagree with you.
It's.
You know, if that's how youchoose to operate, you will
become a dinosaur or luxuryquickly.
And so, in fact I talked aboutthis recently on another podcast
(09:27):
the fact that, in my experience, too many folks in the
enablement profession continueto be waiters, as in a
restaurant.
People ask for stuff and youbring it, as opposed to
challengers and yes, I'm, youknow, challenger with a capital
C.
And just that mindset, right,that mindset of that I think
you're espousing, which isunderstanding the needs of the
(09:50):
business, proactively, going out, identifying gaps, and in this
case, we're talking about.
We're going to talk about howdo you use AI to show a lead,
take a leadership position inyour company and using it.
So, what are the biggest things?
Are, you know, the enablementfolks listening right now?
Let's start with what shouldthey be thinking about?
They're nodding vigorously,they're excited about what
(10:10):
you're saying.
Where to start?
What should they think about?
Speaker 3 (10:13):
Good place to start would be number one.
Think about replacing yourinterns, or the equivalent of
your interns, but not yoursellers.
So what do I mean by that?
That's a little bit mysterious.
If you think about the easiestpart of your job, paul, or my
job, or an enablementprofessionals job, what's the
(10:34):
stuff that you can do whenyou're tired at the end of the
day, just fine Versus the stuffthat you really need to be
bringing your A game for theparts of our jobs, whether it's
content creation, coursecreation, coaching, whatever it
might be in enablement that youcould bring an intern or a
fairly junior level employee in,teach them a few things and
(10:59):
they could probably do areasonably good job right from
moment five, if not moment one.
Those are things that AI canprobably do for us.
The time savings that all of usare starting to recognize are
achievable with foundational andmaybe foundational to
intermediate level complex tasksis great time to replace.
(11:22):
What we don't want to replaceis the high performance, nuanced
, professional, on-the-field,judgment-based capabilities of
our best B2B sales people.
So that would be point numberone for things we should know
about and be thinking about.
Number two would be to havePeter admit that the things he's
(11:45):
been saying for years aboutkeeping enablement at an arms
length from the IT departmentare no longer appropriate, and I
will take a dive on that one.
Enablement technology, like anyline of business technology, is
usually best implemented with abit of a distanced relationship
from the folks in thetechnology space, because they
(12:06):
normally want to own and buildand buy all the stuff on their
own and they don't always getwhat we're doing out in the
field.
Enablement's always been likethat.
That's why all of the vendorsin our space sell to the Chief
Revenue Officer or Sales orRevenue Ops or Sales or Revenue
Enablement, not to IT.
They may sell to marketing, butthey're not going to sell to IT
.
Now.
This second point is about beingmore willing to understand and
(12:29):
become more expert on data lakequality.
This would be the single pointI would want folks to take away.
A good generative AI solutionpoints at something.
Chatgpt points at the entireInternet.
Our own in-house forester andall companies probably have this
(12:51):
by now.
Version of ChatGPT points ateverything on the Internet, but
it doesn't allow us to putconfidential stuff on there.
The generative AI solutionsthat we already have from these
enablement automation providersare going to be pointing at our
own artifacts, our content, ourPowerPoints, our PDFs, our
spreadsheets, our lists, ourprivate stuff, and making sure
(13:13):
that we understand how importantthe quality of that data lake
is, that things are up to date.
That is going to become a muchmore important competency for
enablement leaders, because it'sa brand new one than it ever
was for any enablement leadersin the past.
Speaker 2 (13:31):
You're talking governance, peter Governance, or
is it something?
Speaker 3 (13:35):
more.
It is governance married withawareness.
I don't think we need forenablement folks to go back to
school and stop enabling andstart getting a PhD in data
science or in global governanceand economic policy, but they
need to be more aware of thoselimitations and expectations
than they once were In yourexperience.
Speaker 2 (13:58):
does that also include that awareness and the
things you're talking about,especially with the content and
the data lake, as you called it?
Enablement is that enablementplus product marketing,
enablement plus someone else?
Speaker 3 (14:13):
Yeah, Y2K time.
Speaker 2 (14:14):
Should that live for you.
Speaker 3 (14:15):
Okay, yeah, I don't care that much where
responsibilities live.
It's one of the advantages ofbeing an analyst, Paul you just
tell people what to do.
You don't really care whetherthey get it done or not.
I'm mostly joking, as with Y2K,where organizations came
together and said we, Capital W,have to be able to do this.
Addressing AI and most of ourorganizations has become an
(14:39):
organization-wide initiative.
Then we all retreat to our ownlittle fiefdoms and our own
little departments and our ownlittle budgets and our own
little egos and we're like whatare they going to do about it?
What are we going to do aboutit?
It's inevitable.
It's an ingrained in Westernbusiness culture that we think
that way.
It's important for someone todo it.
My pitch to our audience is forenablement to take one of the
(15:02):
leading voices, in that itdoesn't matter who ultimately
executes, but if you're aleading voice in it, you are
leading and people will follow.
Speaker 2 (15:11):
So we talked about what they need to know, what
they need to understand, whatthey need to learn, but now it's
time to put into action what dothey need to do Right Beginning
?
It's early in the year.
People are thinking about thisstuff anyway.
What's your advice?
Speaker 3 (15:28):
This is a dramatic change in competencies.
We spend a lot of time helpingour enablement customers upgrade
and uplevel the competency mapsfor all of the selling and
other customer-facing roles thatthey support.
What does someone need to begood, great or amazing at?
Or which competencies do we buywhen we hire, build, when we
(15:50):
onboard and promote, when weever board around the skills and
the knowledge and the processpieces to be great at my
individual contributor ormanagerial job?
So those competencies evolveover time as we change what we
sell, to who we sell it, how wesell it.
When there's a globalsocioeconomic crisis, a big
industry thing happenstechnology, innovation, legal
(16:14):
ramifications, mergers,acquisitions.
This is another very importantcompetency, and what I'm
referring to is pretty muchprompt engineering.
We've all, hopefully by now,played with chat, gpt or similar
tools and we've started tofigure out how do I communicate
with this enormous pile of datain very easy English in order to
(16:36):
get the most out of it.
It's not hard, but to be ableto do that efficiently will help
add the only currency thatmatters to be-to-be sales
professionals time.
We know, for instance, thathigh-performing organizations
REPS spend 12% less time lookingfor searching for modifying
content than REPS inlow-performing organizations.
(16:57):
Everything enablement should doshould be about two things
Helping folks adapt to thewinning behaviors that the
company wants them to movetoward and save them time, and
they work with REVOPs on thelatter piece.
So the skill set is superimportant, both for enablement
as well as for the sellers.
And then the other thing I'd sayis to always be thinking with
(17:18):
them.
What's in it for me, for yourcustomers?
I believe I know we've hadthese discussions that the
customer of enablement is thesales force or the entire
revenue team.
Whoever faces your customers,they are our customers because
they're the people that weinteract with.
Of course, the outsidecustomers are their customers by
default.
(17:38):
Those folks, of course, arewriting the checks.
But our customers what do theyneed?
Internal customers, yeah.
Speaker 2 (17:45):
Yeah, yeah.
Speaker 3 (17:46):
They want us to help them with their efficiency and
decision making.
They want us to tell them whatto do and how to do it.
They want us to give themcontent, answers and insight,
and by gum.
They don't want us to give thema hammer in search of a nail.
Hey, everybody, we're in luck.
We just bought some artificialintelligence.
Yeah, we bought it.
It was on the fourth aisle,four down at Stop and Shop, next
(18:08):
to the cookies, and now you'reall going to consume it.
We don't want to see that.
So the opportunity to createthings, evaluate things, learn
things and understand things isenormously increased by these
capabilities.
You know and I don't thinkthere's probably a lot of folks
(18:28):
listening who need to know moretactically what you and I mean
by all of those phrases We'veall played around with it, yeah,
and we should keep playing withit.
The easiest thing for anybodywho's never done it, who's
listening to this, is just go tochatgpt and just start playing.
It's so easy you can't break it.
Speaker 2 (18:44):
Can't break it.
Can't break it.
Yeah, no.
So you mentioned earlier, ifyou have any of the enablement
platforms, you probably arepaying for AI you haven't used
so low hanging fruit.
Go talk to your CSM at thevendor, Find out what you've got
and start figuring out ways tolead inside the company by using
it.
You're already paying for it.
So you mentioned that numbertwo You're talking about
(19:07):
actually get your hands dirtywith it.
Open up chat gpt account, playwith it, mess around with it.
That sort of thing.
Speaker 3 (19:13):
What else Find like-minded leaders inside the
organization who are alsoplaying and toying around with
it.
There are, in most of ourcompanies, rules and regs that
says attention, everybody.
You know it's like banningTikTok, right?
No one gets to use this withoutour permission because we're
still figuring out what ourcoverage is.
(19:33):
That's fine, but you know whatwe are already using every
single moment the revenueautomation tool, and it's
already pointing at all of ourdocumentation.
It's pointing at our battlecards, it's pointing at all of
our objects.
We just want to continue havingit pointed our objects but to
gain better insights from it.
You know I've got a couple ofquotes and I'm going to look on
(19:57):
one of my slides here becauseit's easier to just sort of
share them than to remember whatthey are.
The things that we talk to folksabout, the capabilities either
now or very short from now,include things like hey machine.
Here's a PDF from my prospectswebsite and our company's
(20:17):
product list.
Write me an email linking ourmost appropriate products to
their most pressing needs.
Or look through our internalartifacts to tell me which of
our competitor services are mostlike or unlike ours.
Or turn this email message intoa social media post targeted at
CTOs.
Or compare this digital salesroom with these six other
(20:38):
digital sales rooms and tell mewhich assets are most and least
often consumed by our buyers.
Or listen to this meetingrecording and tell me who the
economic buyer is.
Or watch this recording andtell me what my body language
was good and bad.
Evaluate me, rate me.
I mean speaking of that.
There's one little widgetthat's on the market now where
it can be right in the corner ofthe screen and tell me if I'm
(21:00):
speaking too slowly or in amonotone, or it can tell me if
I'm behaving in a little bit ofa threatening way, right, or if
I'm being very closed off.
The biometrics capabilities,well beyond conversation
intelligence, which we all arefamiliar with, are pretty
impressive.
Speaker 2 (21:15):
Yeah, I've also heard a cool use case of having AI
analyze an RFP.
Oh, yeah, so we have not seen Alot of times they're large,
they're boilerplate and it'seasy to miss stuff in them and
anyway, this is another use casewhere I've seen yeah, I still
Different response teams usingit.
Speaker 3 (21:33):
Yeah, so I have childhood trauma of thinking
about RFPs that I had to respondto in the past, or young adult
trauma.
Yeah, and those are tough.
Those are really tough.
What's interesting is yeah,you'll also find additional
stuff that you could learn wherewe do the research that
participates in some of yourresearch.
What are we trying to do?
All right, did you ever own aradar detector for your car?
Yeah, still do.
Speaker 2 (21:52):
Okay, I don't bother anymore.
Speaker 3 (21:56):
Yeah, when I was a radar detector owner, it felt
like the same companies wereselling to consumers this
capability.
Then they would sell lawenforcement that capability.
Then we had to catch up andwe'd have to sell by this and it
was just like you know, iphone95, right, they just keep
selling it to us.
I feel like AI has got thatcapability with buyers and
sellers.
We don't have research yet onspecific buyer behavior
(22:21):
utilizing AI.
What's to stop us right now fromsaying, hey, go out and examine
these five different offerings,based on their website, based
on their G2 rating, based on theForester Wave, based on the
Glass Door, based on whatever,and tell me the strengths and
weaknesses of all of them, givenmy particular needs?
(22:41):
If there's not an, I don't knowanything about the world of
procurement.
I mean, I don't know if anybodywants to.
You know, when I grow up, Iwant to be a procurement.
We need probably not, but yougot to.
We've got to assume there'scompanies out there that are
that have been.
There's companies that sell toprocurement.
They're going to be sellingthese tools.
So it's the radar detector.
Over and over and over again.
Speaker 2 (23:01):
It'll be like the Cold War.
I mean, we've got salesmethodology workshops.
There are procurementmethodology for lack of a better
phrase.
Workshops have been for years.
A lot of companies have figuredout this is a cost.
Excuse me, it could be a profitcenter, more of a profit center
.
Oh, absolutely.
Speaker 3 (23:18):
And if there's any-.
Speaker 2 (23:18):
Training them to effectively negotiate, bonusing
them on, you know, discountingthat they receive, and yeah,
it's a whole industry It's-.
Oh, yeah, I guess if they don'trealize that.
Speaker 3 (23:29):
And for all the procurement weenies on the call
who've I've offended, Irecognize that for companies
like Walmart and their supplychain and Amazon and their
supply chain and things likethat, now, these are enormous
cost savers and all of us whohave ever been through any kind
of a riff or anything like thatknow how important it is to have
that stuff at hand.
As a sales professional, youknow, not a fan, for all the
(23:50):
obvious reasons, absolutely yeah.
Speaker 2 (23:51):
Yeah, yeah, that's.
It's interesting analogy withthe, with the speed or the radar
detectors and the technologythey're selling to both sides.
So we're coming close up ontime and I want to leave a
couple minutes for you to dropsome knowledge on us, life
experience knowledge.
So, to wrap up, what else wouldyou, you know, would you
(24:13):
admonish our listeners at thispoint?
Hopefully they're getting morecomfortable or excited about the
idea of digging into AI.
What's the last thing you'dleave with them?
Speaker 3 (24:23):
I would implement and execute on AI as not its own
initiative.
Just the way we say to folks ifyou are going to buy insert
revenue enablement vendorproduct here, please, please do
(24:44):
not go to your Salesforce andsay, hey, everybody, welcome to
January of 2024, go this year.
We're going to recognize this,we're going to award that and,
everybody, we're going to beimplementing ACME software or we
already did.
That just that's just theperpetuation of the perception
of enablement as the peddler oftools.
If enablement, if I don't seeenablement as the people who are
(25:05):
going to get me to my number,enablement should all be fired.
I just literally agree.
The only thing that matters tome as a seller is my deals right
now.
So your AI initiative should betucked into Things that you're
going to do to make my lifebetter.
Hey everybody, we've beenhearing some things about
productivity.
We've been hearing things aboutfindability, searchability,
(25:27):
skill sets, introducing at SCO2024, acmevision 25,.
I'm not a creative person, soyou brand your initiative about
better sales, learning, bettersales, content management,
better this or that.
What are we doing in the C&Dinitiative?
We've heard from you and we'regoing to be doing A, we're going
to be doing B, we're going tobe doing C.
Then, by the way, once we'vedone those things, we're going
(25:49):
to automate it with some newstuff that we purchased.
Don't worry about theprovenance of it.
Trust us.
Don't be the peddler oftechnology.
Be the greaser of the skids toget me to my number.
That's the whiff of thatmatters to your customers.
If the AI initiative isanything but that, then don't
bother.
Speaker 2 (26:10):
I'm listening to you and I think this is how at least
hopefully enablement teams areteaching and coaching sellers to
sell.
You really just use what you'rehopefully teaching others to do
.
If you have a seller that goesout and just starts spouting off
product features and that sortof thing without really any
business acumen, it's not goingto be a great discovery and it's
(26:32):
not going to land well.
I think what I hear you say isthe same thing.
If you just start spouting offfeatures oh look at this, look
at this, look at this you don'tposition it, you don't tie it
back to things that you've heard, problems that you helped
identify, all of that makes allthe difference in the world.
Speaker 3 (26:45):
We've got tons and tons of activity right now in
our research about measuringenablements capabilities.
It all boils down to did youchange my behavior in the way
that my bosses up the food chainwant it changed and did you
give me more time to do my coreactivities?
Ai fits beautifully into bothof those it does.
But with great AI comes greatresponsibility.
Speaker 2 (27:10):
All right, before I let you go, I would love to have
you just share just somepersonal advice, if you don't
mind.
You've been given the gift oftime travel.
You are allowed to go back, butthe only person you could talk
to is some younger version ofyourself, but it can be anywhere
on that continuum.
You can only coach yourself inone area.
(27:31):
So out of all the things you'velearned in your career, in your
life, what's the biggest thingyou wish you could go back and
help yourself understand soonerMake more dad jokes.
Okay, make more dad jokes.
Speaker 3 (27:47):
I caught you flat footed on that one.
You know what you did.
Speaker 2 (27:49):
Well, I was waiting for a dad joke, because normally
I don't get out of aconversation with you without I
know.
I know, this is the outlier sofar.
Speaker 3 (27:57):
Yeah, all right, we'll do one.
Then Roman walks into a bar andsays I'll have five beers.
Speaker 2 (28:06):
Nice, very nice.
I had to think about that one,but not too badly.
Some of them are tougher, allright.
Well, peter, thank you Really,appreciate your time, appreciate
all the energy and effort thatyou put into helping our
profession working with the RESboard, and appreciate you being
here.
Thank you to everybody elsewho's been listening.
(28:29):
We appreciate you investinganother half hour or so of your
time and please continue to dothat.
You can follow us on Apple,google or Spotify, and we'll be
back in two weeks with anotherepisode.
Speaker 1 (28:39):
Thanks for joining this episode of Stories from the
Trenches For morerevenue-enablement resources.
Be sure to join the RevenueEnablement Society at
REsocietyglobal.
That's REsocietyglobal.
Welcome to the Revenue Enablement Society
Stories from the Trenches, whereenablement practitioners share
their real-world experiences.
Get the scoop on what'shappening inside Revenue
Enablement teams across theglobal RES community.
Each segment of stories fromthe trenches shares the good,
the bad and the ugly practicesof corporate Revenue Enablement
(00:24):
initiatives.
Learn what worked, what didn'twork and how obstacles were
eliminated by enablement teamsand go-to-market leadership.
Sit back, grab a cold one andjoin host Paul Butterfield,
founder of Revenue FlywheelGroup, for casual conversations
about the wide and variedprofession of Revenue Enablement
, where there's never aone-size-fits-all solution.
Speaker 2 (00:48):
Hello everyone and welcome back to another episode
of the Revenue EnablementSociety podcast, stories from
the Trenches, the podcast wherewe bring together practitioners
and experts from our field fromall over the globe.
We talk about the innovativeways that they're getting things
done.
We talk about what they'reworking on and sometimes even
the things that didn't go sowell, because there's always a
(01:08):
lot to be learned from that.
So we want to welcome you andalso welcome our guest for this
episode we have with us fromForester Peter Astrow.
Peter, some of you may know thename because he is a member at
large of the RES Executive Board.
Peter also is VP and PrincipalAnalyst at Forester.
So welcome Peter.
Maybe introduce yourself alittle bit about what you're
(01:31):
working on.
Speaker 3 (01:32):
Thanks, paul, I appreciate the time to spend
with you.
And what is this?
The 498th Stories from theTrenches episode or something
pretty close to that?
At least the 498th take.
Yeah, it's been a great series,yeah, yeah.
So, as Paul mentioned, Ifollowed up a long career in B2B
selling, sales management,enablement and ops.
With coming to this side of theequation, where I don't really
(01:55):
do anything, I just tell peoplewhat to do, it's a great gig.
I recommend it highly.
I live outside of Boston.
We've got some piles of snowoutside from the storm this past
weekend.
We've got a lot of questionsabout the future of Bill
Belichick and those will all beresolved one way or the other by
springtime both the weather andour once awesome Patriots'
(02:17):
capabilities here.
Fun fact, paul In college I wasa member of what I think to
this day is the only ice skatingpep band in the world.
That is a fun fact.
You and I have known each otherfor quite a long time and I
think it's the first one timeI've sprung that one on you.
I think it is.
What instrument did you play onskates?
I was in the Brown Universityband initially on clarinet and
(02:40):
saw that the percussion folkswere having a lot more fun and
drinking a lot more.
So I made that transition.
My roommate, senior year, wasthe bass drummer.
Someone would skate draggingthe bass drum behind them and he
would skate behind playing thebass drum.
I mean you won't find me onYouTube, but you can certainly
(03:01):
YouTube Brown University icehockey band and see the
shenanigans that go on.
That sounds worthwhile.
Speaker 2 (03:10):
I will do that, but for now we're going to play the
Jimmy Kimmel Challenge.
Are you ready?
All right, so later this yearKimmel decides to retire.
Through your connections, youare offered his late night show
and you can have anybody youwant as your first guest.
Who did you invite?
Who will you invite and why didyou choose them, living or not?
Speaker 3 (03:30):
living.
Speaker 2 (03:30):
Living or not living?
Speaker 3 (03:33):
Barack Obama.
Speaker 2 (03:34):
All right, I think it's the first time that he has
come up.
Michelle's been mentioned twicethat I can think of, but why
President Obama?
Speaker 3 (03:44):
Two reasons.
One I want to find out if he'sgoing to become the new
president of Harvard University,because that's been floated
around.
And number two, just veryhonestly, paul, my mom and dad,
george and Ina Ostro stillkicking at 92 and 89, raised my
siblings and me with what Iconsider to be a pretty high bar
(04:06):
of class, ethics, morality, andI think President Obama
demonstrated in the publicsector at least as much of that
as any famous person I've everpaid attention to.
Nobody's perfect, but I'd loveto have him for a guest show
guest.
Speaker 2 (04:24):
I would love to, if I was on that show with you,
would ask him about hot boxing,as Barry Obama back in Hawaii
back in the day, because he'stalked about that, he's referred
to it.
I guess I should say I'll betthere's more stories there than
what he has shared publicly, soneed to get him on that show.
All right, so let's talk aboutAI.
(04:45):
There's a topic nobody'stalking about but, in all
seriousness, as you and I werepreparing for this, one of the
things that I would really amlooking for talking with you in
that you brought up in San Diegoat the RES conference, which
has been a few months by thetime this airs and that is that
there's a lot of excitementabout AI, but also a lot of fear
(05:08):
, or at least concern, and thatmaybe we're not, as a profession
, not being as proactive as weshould be.
Did I get that right and youwant to elaborate on that for me
?
Speaker 3 (05:21):
Yeah, you and I have had many conversations about
this, and I'm not just sayingthat to Panda.
We literally have hadconversations at this and our
board, our board memberships,have overlapped with that
happening.
Enablement is too often areactive function.
It's too often the folks thatwe throw a bunch of other stuff
(05:42):
at because we can't figure outwho is going to take care of it.
That tends to not only dilutethe effectiveness of enablement,
because they become more of ajack of many trades instead of a
master or a few, but it alsodowngrades the view people have
of them.
They're just going to do thisextra training, they're going to
run this extra sco event, andif enablement deserves, let
(06:02):
alone wants, some sort of a seatat the grown-ups table of
decision-making, there needs tobe a way in which they become
more of a leader inside theorganization, and you and I know
this.
Anybody can be a leader,doesn't matter what your job
title is if you have no peoplereporting to you.
The same goes for functions,and the interesting thing about
enablement is vast majority offolks in the space.
(06:26):
From what I see with mycustomers, our customers, and,
frankly, what I see even fromthe customers of all of the
enablement automation vendors isthey have yet to really do much
with it.
Hardly anything in theenablement space, and I feel
like it's just analysis,paralysis.
Well, we don't know what.
We're waiting for someone elseto tell us.
(06:46):
What is the security?
What is the privacy?
The fact is, 95% of the folkswho are in our community, who
are listening to this already,are paying every single month
times 50 or times 500 or times5,000 reps for their revenue.
Enablement automationtechnology it's there.
It's integrated with your CRM.
(07:08):
You're hopefully seeing peopleuse it pretty well.
You're already paying for brandnew generative AI and
relatively new AI capabilitiesand, like so many apps that we
use as consumers, you're notgetting everything you're paying
for, and so that is a greatopportunity to go to the vendors
and say, hey, you now havegenerative AI and AI
(07:29):
capabilities and I think I'malready paying for them.
We need to step up ourrelationship and show me what I
can and should be doing now.
Speaker 2 (07:39):
So when you said a minute ago that there's not
enough being done with it,you're referring to the
practitioners, not the platforms.
Speaker 3 (07:47):
Platforms are all great.
We took a look at all of themlast summer and they're not all
quite at the exact same level ofmaturity and advancement, but
even the least advanced of themare doing they've all done
things with AI for a while right?
Ai is not smart, ai is just alot faster and a lot more of
(08:07):
manual labor.
If it's a matter of figuringout which asset is right for
this seller in this buyersituation at this stage of their
deal, in this market, with thisskew, in this geography, that's
just manual taxonomy automatedby AI.
The generative piece hasenormously bigger you know
perspective and possibilitiesand they've all brought them,
(08:28):
even the least of them, to areally nice place.
It's really.
It's a moment.
I refer to it as equivalent tothe Y2K moment.
Some of our audience won't knowwhat we're talking about.
Those who do recognize that Y2Kwas a moment 25, 27 years ago
when we kind of got our you knowwhat's out of our you know
(08:49):
what's.
We stopped worrying about ourindividual silos and budgets and
we all said, wow, wecollectively capital W need to
fix this or address this.
Gen AI is really the firsttechnology innovation that's
that big and that broad sincethat time.
Speaker 2 (09:05):
Interesting observation.
I love what you said Covenantsago about not being reactive all
the time, and I absolutelyagree with you.
It's.
You know, if that's how youchoose to operate, you will
become a dinosaur or luxuryquickly.
And so, in fact I talked aboutthis recently on another podcast
(09:27):
the fact that, in my experience, too many folks in the
enablement profession continueto be waiters, as in a
restaurant.
People ask for stuff and youbring it, as opposed to
challengers and yes, I'm, youknow, challenger with a capital
C.
And just that mindset, right,that mindset of that I think
you're espousing, which isunderstanding the needs of the
(09:50):
business, proactively, going out, identifying gaps, and in this
case, we're talking about.
We're going to talk about howdo you use AI to show a lead,
take a leadership position inyour company and using it.
So, what are the biggest things?
Are, you know, the enablementfolks listening right now?
Let's start with what shouldthey be thinking about?
They're nodding vigorously,they're excited about what
(10:10):
you're saying.
Where to start?
What should they think about?
Speaker 3 (10:13):
Good place to start would be number one.
Think about replacing yourinterns, or the equivalent of
your interns, but not yoursellers.
So what do I mean by that?
That's a little bit mysterious.
If you think about the easiestpart of your job, paul, or my
job, or an enablementprofessionals job, what's the
(10:34):
stuff that you can do whenyou're tired at the end of the
day, just fine Versus the stuffthat you really need to be
bringing your A game for theparts of our jobs, whether it's
content creation, coursecreation, coaching, whatever it
might be in enablement that youcould bring an intern or a
fairly junior level employee in,teach them a few things and
(10:59):
they could probably do areasonably good job right from
moment five, if not moment one.
Those are things that AI canprobably do for us.
The time savings that all of usare starting to recognize are
achievable with foundational andmaybe foundational to
intermediate level complex tasksis great time to replace.
(11:22):
What we don't want to replaceis the high performance, nuanced
, professional, on-the-field,judgment-based capabilities of
our best B2B sales people.
So that would be point numberone for things we should know
about and be thinking about.
Number two would be to havePeter admit that the things he's
(11:45):
been saying for years aboutkeeping enablement at an arms
length from the IT departmentare no longer appropriate, and I
will take a dive on that one.
Enablement technology, like anyline of business technology, is
usually best implemented with abit of a distanced relationship
from the folks in thetechnology space, because they
(12:06):
normally want to own and buildand buy all the stuff on their
own and they don't always getwhat we're doing out in the
field.
Enablement's always been likethat.
That's why all of the vendorsin our space sell to the Chief
Revenue Officer or Sales orRevenue Ops or Sales or Revenue
Enablement, not to IT.
They may sell to marketing, butthey're not going to sell to IT
.
Now.
This second point is about beingmore willing to understand and
(12:29):
become more expert on data lakequality.
This would be the single pointI would want folks to take away.
A good generative AI solutionpoints at something.
Chatgpt points at the entireInternet.
Our own in-house forester andall companies probably have this
(12:51):
by now.
Version of ChatGPT points ateverything on the Internet, but
it doesn't allow us to putconfidential stuff on there.
The generative AI solutionsthat we already have from these
enablement automation providersare going to be pointing at our
own artifacts, our content, ourPowerPoints, our PDFs, our
spreadsheets, our lists, ourprivate stuff, and making sure
(13:13):
that we understand how importantthe quality of that data lake
is, that things are up to date.
That is going to become a muchmore important competency for
enablement leaders, because it'sa brand new one than it ever
was for any enablement leadersin the past.
Speaker 2 (13:31):
You're talking governance, peter Governance, or
is it something?
Speaker 3 (13:35):
more.
It is governance married withawareness.
I don't think we need forenablement folks to go back to
school and stop enabling andstart getting a PhD in data
science or in global governanceand economic policy, but they
need to be more aware of thoselimitations and expectations
than they once were In yourexperience.
Speaker 2 (13:58):
does that also include that awareness and the
things you're talking about,especially with the content and
the data lake, as you called it?
Enablement is that enablementplus product marketing,
enablement plus someone else?
Speaker 3 (14:13):
Yeah, Y2K time.
Speaker 2 (14:14):
Should that live for you.
Speaker 3 (14:15):
Okay, yeah, I don't care that much where
responsibilities live.
It's one of the advantages ofbeing an analyst, Paul you just
tell people what to do.
You don't really care whetherthey get it done or not.
I'm mostly joking, as with Y2K,where organizations came
together and said we, Capital W,have to be able to do this.
Addressing AI and most of ourorganizations has become an
(14:39):
organization-wide initiative.
Then we all retreat to our ownlittle fiefdoms and our own
little departments and our ownlittle budgets and our own
little egos and we're like whatare they going to do about it?
What are we going to do aboutit?
It's inevitable.
It's an ingrained in Westernbusiness culture that we think
that way.
It's important for someone todo it.
My pitch to our audience is forenablement to take one of the
(15:02):
leading voices, in that itdoesn't matter who ultimately
executes, but if you're aleading voice in it, you are
leading and people will follow.
Speaker 2 (15:11):
So we talked about what they need to know, what
they need to understand, whatthey need to learn, but now it's
time to put into action what dothey need to do Right Beginning
?
It's early in the year.
People are thinking about thisstuff anyway.
What's your advice?
Speaker 3 (15:28):
This is a dramatic change in competencies.
We spend a lot of time helpingour enablement customers upgrade
and uplevel the competency mapsfor all of the selling and
other customer-facing roles thatthey support.
What does someone need to begood, great or amazing at?
Or which competencies do we buywhen we hire, build, when we
(15:50):
onboard and promote, when weever board around the skills and
the knowledge and the processpieces to be great at my
individual contributor ormanagerial job?
So those competencies evolveover time as we change what we
sell, to who we sell it, how wesell it.
When there's a globalsocioeconomic crisis, a big
industry thing happenstechnology, innovation, legal
(16:14):
ramifications, mergers,acquisitions.
This is another very importantcompetency, and what I'm
referring to is pretty muchprompt engineering.
We've all, hopefully by now,played with chat, gpt or similar
tools and we've started tofigure out how do I communicate
with this enormous pile of datain very easy English in order to
(16:36):
get the most out of it.
It's not hard, but to be ableto do that efficiently will help
add the only currency thatmatters to be-to-be sales
professionals time.
We know, for instance, thathigh-performing organizations
REPS spend 12% less time lookingfor searching for modifying
content than REPS inlow-performing organizations.
(16:57):
Everything enablement should doshould be about two things
Helping folks adapt to thewinning behaviors that the
company wants them to movetoward and save them time, and
they work with REVOPs on thelatter piece.
So the skill set is superimportant, both for enablement
as well as for the sellers.
And then the other thing I'd sayis to always be thinking with
(17:18):
them.
What's in it for me, for yourcustomers?
I believe I know we've hadthese discussions that the
customer of enablement is thesales force or the entire
revenue team.
Whoever faces your customers,they are our customers because
they're the people that weinteract with.
Of course, the outsidecustomers are their customers by
default.
(17:38):
Those folks, of course, arewriting the checks.
But our customers what do theyneed?
Internal customers, yeah.
Speaker 2 (17:45):
Yeah, yeah.
Speaker 3 (17:46):
They want us to help them with their efficiency and
decision making.
They want us to tell them whatto do and how to do it.
They want us to give themcontent, answers and insight,
and by gum.
They don't want us to give thema hammer in search of a nail.
Hey, everybody, we're in luck.
We just bought some artificialintelligence.
Yeah, we bought it.
It was on the fourth aisle,four down at Stop and Shop, next
(18:08):
to the cookies, and now you'reall going to consume it.
We don't want to see that.
So the opportunity to createthings, evaluate things, learn
things and understand things isenormously increased by these
capabilities.
You know and I don't thinkthere's probably a lot of folks
(18:28):
listening who need to know moretactically what you and I mean
by all of those phrases We'veall played around with it, yeah,
and we should keep playing withit.
The easiest thing for anybodywho's never done it, who's
listening to this, is just go tochatgpt and just start playing.
It's so easy you can't break it.
Speaker 2 (18:44):
Can't break it.
Can't break it.
Yeah, no.
So you mentioned earlier, ifyou have any of the enablement
platforms, you probably arepaying for AI you haven't used
so low hanging fruit.
Go talk to your CSM at thevendor, Find out what you've got
and start figuring out ways tolead inside the company by using
it.
You're already paying for it.
So you mentioned that numbertwo You're talking about
(19:07):
actually get your hands dirtywith it.
Open up chat gpt account, playwith it, mess around with it.
That sort of thing.
Speaker 3 (19:13):
What else Find like-minded leaders inside the
organization who are alsoplaying and toying around with
it.
There are, in most of ourcompanies, rules and regs that
says attention, everybody.
You know it's like banningTikTok, right?
No one gets to use this withoutour permission because we're
still figuring out what ourcoverage is.
(19:33):
That's fine, but you know whatwe are already using every
single moment the revenueautomation tool, and it's
already pointing at all of ourdocumentation.
It's pointing at our battlecards, it's pointing at all of
our objects.
We just want to continue havingit pointed our objects but to
gain better insights from it.
You know I've got a couple ofquotes and I'm going to look on
(19:57):
one of my slides here becauseit's easier to just sort of
share them than to remember whatthey are.
The things that we talk to folksabout, the capabilities either
now or very short from now,include things like hey machine.
Here's a PDF from my prospectswebsite and our company's
(20:17):
product list.
Write me an email linking ourmost appropriate products to
their most pressing needs.
Or look through our internalartifacts to tell me which of
our competitor services are mostlike or unlike ours.
Or turn this email message intoa social media post targeted at
CTOs.
Or compare this digital salesroom with these six other
(20:38):
digital sales rooms and tell mewhich assets are most and least
often consumed by our buyers.
Or listen to this meetingrecording and tell me who the
economic buyer is.
Or watch this recording andtell me what my body language
was good and bad.
Evaluate me, rate me.
I mean speaking of that.
There's one little widgetthat's on the market now where
it can be right in the corner ofthe screen and tell me if I'm
(21:00):
speaking too slowly or in amonotone, or it can tell me if
I'm behaving in a little bit ofa threatening way, right, or if
I'm being very closed off.
The biometrics capabilities,well beyond conversation
intelligence, which we all arefamiliar with, are pretty
impressive.
Speaker 2 (21:15):
Yeah, I've also heard a cool use case of having AI
analyze an RFP.
Oh, yeah, so we have not seen Alot of times they're large,
they're boilerplate and it'seasy to miss stuff in them and
anyway, this is another use casewhere I've seen yeah, I still
Different response teams usingit.
Speaker 3 (21:33):
Yeah, so I have childhood trauma of thinking
about RFPs that I had to respondto in the past, or young adult
trauma.
Yeah, and those are tough.
Those are really tough.
What's interesting is yeah,you'll also find additional
stuff that you could learn wherewe do the research that
participates in some of yourresearch.
What are we trying to do?
All right, did you ever own aradar detector for your car?
Yeah, still do.
Speaker 2 (21:52):
Okay, I don't bother anymore.
Speaker 3 (21:56):
Yeah, when I was a radar detector owner, it felt
like the same companies wereselling to consumers this
capability.
Then they would sell lawenforcement that capability.
Then we had to catch up andwe'd have to sell by this and it
was just like you know, iphone95, right, they just keep
selling it to us.
I feel like AI has got thatcapability with buyers and
sellers.
We don't have research yet onspecific buyer behavior
(22:21):
utilizing AI.
What's to stop us right now fromsaying, hey, go out and examine
these five different offerings,based on their website, based
on their G2 rating, based on theForester Wave, based on the
Glass Door, based on whatever,and tell me the strengths and
weaknesses of all of them, givenmy particular needs?
(22:41):
If there's not an, I don't knowanything about the world of
procurement.
I mean, I don't know if anybodywants to.
You know, when I grow up, Iwant to be a procurement.
We need probably not, but yougot to.
We've got to assume there'scompanies out there that are
that have been.
There's companies that sell toprocurement.
They're going to be sellingthese tools.
So it's the radar detector.
Over and over and over again.
Speaker 2 (23:01):
It'll be like the Cold War.
I mean, we've got salesmethodology workshops.
There are procurementmethodology for lack of a better
phrase.
Workshops have been for years.
A lot of companies have figuredout this is a cost.
Excuse me, it could be a profitcenter, more of a profit center
.
Oh, absolutely.
Speaker 3 (23:18):
And if there's any-.
Speaker 2 (23:18):
Training them to effectively negotiate, bonusing
them on, you know, discountingthat they receive, and yeah,
it's a whole industry It's-.
Oh, yeah, I guess if they don'trealize that.
Speaker 3 (23:29):
And for all the procurement weenies on the call
who've I've offended, Irecognize that for companies
like Walmart and their supplychain and Amazon and their
supply chain and things likethat, now, these are enormous
cost savers and all of us whohave ever been through any kind
of a riff or anything like thatknow how important it is to have
that stuff at hand.
As a sales professional, youknow, not a fan, for all the
(23:50):
obvious reasons, absolutely yeah.
Speaker 2 (23:51):
Yeah, yeah, that's.
It's interesting analogy withthe, with the speed or the radar
detectors and the technologythey're selling to both sides.
So we're coming close up ontime and I want to leave a
couple minutes for you to dropsome knowledge on us, life
experience knowledge.
So, to wrap up, what else wouldyou, you know, would you
(24:13):
admonish our listeners at thispoint?
Hopefully they're getting morecomfortable or excited about the
idea of digging into AI.
What's the last thing you'dleave with them?
Speaker 3 (24:23):
I would implement and execute on AI as not its own
initiative.
Just the way we say to folks ifyou are going to buy insert
revenue enablement vendorproduct here, please, please do
(24:44):
not go to your Salesforce andsay, hey, everybody, welcome to
January of 2024, go this year.
We're going to recognize this,we're going to award that and,
everybody, we're going to beimplementing ACME software or we
already did.
That just that's just theperpetuation of the perception
of enablement as the peddler oftools.
If enablement, if I don't seeenablement as the people who are
(25:05):
going to get me to my number,enablement should all be fired.
I just literally agree.
The only thing that matters tome as a seller is my deals right
now.
So your AI initiative should betucked into Things that you're
going to do to make my lifebetter.
Hey everybody, we've beenhearing some things about
productivity.
We've been hearing things aboutfindability, searchability,
(25:27):
skill sets, introducing at SCO2024, acmevision 25,.
I'm not a creative person, soyou brand your initiative about
better sales, learning, bettersales, content management,
better this or that.
What are we doing in the C&Dinitiative?
We've heard from you and we'regoing to be doing A, we're going
to be doing B, we're going tobe doing C.
Then, by the way, once we'vedone those things, we're going
(25:49):
to automate it with some newstuff that we purchased.
Don't worry about theprovenance of it.
Trust us.
Don't be the peddler oftechnology.
Be the greaser of the skids toget me to my number.
That's the whiff of thatmatters to your customers.
If the AI initiative isanything but that, then don't
bother.
Speaker 2 (26:10):
I'm listening to you and I think this is how at least
hopefully enablement teams areteaching and coaching sellers to
sell.
You really just use what you'rehopefully teaching others to do
.
If you have a seller that goesout and just starts spouting off
product features and that sortof thing without really any
business acumen, it's not goingto be a great discovery and it's
(26:32):
not going to land well.
I think what I hear you say isthe same thing.
If you just start spouting offfeatures oh look at this, look
at this, look at this you don'tposition it, you don't tie it
back to things that you've heard, problems that you helped
identify, all of that makes allthe difference in the world.
Speaker 3 (26:45):
We've got tons and tons of activity right now in
our research about measuringenablements capabilities.
It all boils down to did youchange my behavior in the way
that my bosses up the food chainwant it changed and did you
give me more time to do my coreactivities?
Ai fits beautifully into bothof those it does.
But with great AI comes greatresponsibility.
Speaker 2 (27:10):
All right, before I let you go, I would love to have
you just share just somepersonal advice, if you don't
mind.
You've been given the gift oftime travel.
You are allowed to go back, butthe only person you could talk
to is some younger version ofyourself, but it can be anywhere
on that continuum.
You can only coach yourself inone area.
(27:31):
So out of all the things you'velearned in your career, in your
life, what's the biggest thingyou wish you could go back and
help yourself understand soonerMake more dad jokes.
Okay, make more dad jokes.
Speaker 3 (27:47):
I caught you flat footed on that one.
You know what you did.
Speaker 2 (27:49):
Well, I was waiting for a dad joke, because normally
I don't get out of aconversation with you without I
know.
I know, this is the outlier sofar.
Speaker 3 (27:57):
Yeah, all right, we'll do one.
Then Roman walks into a bar andsays I'll have five beers.
Speaker 2 (28:06):
Nice, very nice.
I had to think about that one,but not too badly.
Some of them are tougher, allright.
Well, peter, thank you Really,appreciate your time, appreciate
all the energy and effort thatyou put into helping our
profession working with the RESboard, and appreciate you being
here.
Thank you to everybody elsewho's been listening.
(28:29):
We appreciate you investinganother half hour or so of your
time and please continue to dothat.
You can follow us on Apple,google or Spotify, and we'll be
back in two weeks with anotherepisode.
Speaker 1 (28:39):
Thanks for joining this episode of Stories from the
Trenches For morerevenue-enablement resources.
Be sure to join the RevenueEnablement Society at
REsocietyglobal.
That's REsocietyglobal.
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