What if you're selling something that affects multiple departments?

Finance, HR, sales, sales revenue, and it's a huge expense for the company.

Imagine trying to herd all those cats,

trying to get them all aligned

that changing the way they're doing things now is better. That's what we're going to be talking about today.

This interview and this use case is pretty common today because everybody wants to do what,

do what, digital transformation?

A lot of us are selling digital transformation.

People are moving from Excel or some homegrown application to SAS, Software as a Service, Enterprise

Software as a Service. A way of condensing all of this stuff and automating it.

But the problem is, it's change.

We're selling change.

And people get used to doing things their way and I've got a lot of people in the course

Closing the complex sale who are facing this and the old approach of sticking with one champion and talking

about how the product works and what you get from it is part of it but it's not enough.

It's in the default ends up being no decision which means no deal or no deal for the foreseeable future.

Now, what's a sales rep's favorite topic?

Uh, commissions? Well, yeah, but next to commissions, it's comp plans. So today's guest is from exactly. They sell a bunch of sales intelligence applications but the key one and what they started with was being

able to take these complex comp plans because they've gotten pretty complex and to be able to automate that, to be able to

model it, to be able to give the reps the understanding of how they get paid. Wouldn't that be nice? Now at most

companies I always knew how I got paid. It was complex but know, I'm a pretty smart guy, but then my startup got bought by this huge company and I had no idea how I got paid. I knew what my base was. I knew what my target income was.

I knew what my quota was. But, you know, when I got a deal, there was all these ingredients in the deal services

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