AI Unlocked: Redefining Revenue Enablement for the Future

First of all, Gearhart, thank you so much for the kind words and the validation my friend. And it means the world coming from you. And Stephanie, thank you so much for the great and warm intro. As I'll say one of the OGs of enablement. It's time to put the old version of enablement to bed. It served us well. It definitely moved our profession and our industry forward. But just like everything else in life, as we grow something service for a season and other times it serves us for a reason. And I think that it is time to change seasons on where we're going. So today we want to talk about how AI is transforming the enablement landscape. How it's reshaping, how our team deliver content, how it's how we analyze performance and of course how we accelerate revenue. And I cannot think of a better panel of people and humans to do this with. And so the opportunity to pull all them together, some of my favorite people, okay it was self serving somewhat but also to have them bring not only what's going on today but where do they see things going and how are we going to move forward, you know, in regards to sales processes and delivering more hyper personalized customer experience and then learning the practical strategies and best practices and turning it into world class application. So enough from me and about me, my background. Sure, I'm an enablement guy, I'm a KeyNote speaker, a two time best selling author and I am an enablement practitioner myself. So I came to not only drive this panel and keep it going but also learn myself. So why don't we take a moment and have the ladies actually introduce themselves. Kelly, why don't we start with you.

Thank you Roderick. Kelly Lewis. I am the co founder of the Revenue Insiders. I spent my career as a seller carrying a bag and as a sales leader and moved into enablement right around right before COVID So so thrilled to be with all of you. And you'll tell from the way that I talk through my different answers as I definitely come with that seller mindset in thinking through how sales leaders and sellers are adapting to this new world of AI.

Thanks Kelly, appreciate it. Sandy, tell them about yourself.

Thank you so much Roderick. And thank you for the warm introduction. I agree with everything that Gerhard said as well about your book. So I'm Sandy Robinson Sin. I'm the VP of Revenue Operations and Client Growth at Quavo. We are a fintech. We serve banks, credit unions and processors to manage their dispute resolution process. I've been at the company for the last year and A half. But I started out as Kelly as a seller. I carried a bag for years, like way back when yellow pages were a thing. So not to put an age on myself, but I work my way up through management director. And in around 2012 I was able to get on the operations side because I had a great mentor who, you know, she's like, hey, you're really great at this stuff and you should do sales ops. And at the time sales ops was sales enablement, it was our clients, it was, you know, all the things and got into SaaS. And then in this most recent role, I've been able to be kind of back in the weeds with our customers as well. So just applying and using everything on a day to day basis has been great. And I'm so excited for this conversation today.

Thanks, Dana. You're not the only person that I'll say is seasoned right.

I remember when I said, I'm not a steak man. I'm not a steak.

Yes, we are. We're not old. I remember when I started they gave me a patent of Thomas Guide. That's all I'm going to say on that.

I have one of those. I had a thumb.

Yeah, yeah. There were no Google Maps yet. We were wishing for that. Terry, tell us about you.

Yes, thank you, Rodrick. So Terry Long, VP of the global enablement team over at Goto, we also support the partner enablement very much. Same story as Roderick Kelly. Sandy started out in sales, moved my way up through the sales organization, at which point in time someone said, hey, I think you're really good at this. You want to give it a shot. So 20 years later, here I am, continuing through that journey. Learned a lot. I think, as Kelly said, you'll hear it in my talk track. There's a very strong appreciation and empathy for what our sellers, our buyers are going through. And hopefully those show up as well in the conversation we're going to have today.

Thanks, Derek. So let's get this party started. Sandy, I want to start with you. So what are some of the most important opportunities for enablement leaders to leverage AI to drive seller productivity and of course the important revenue growth?

Great question. So I think to answer that, I want to frame up where we are. So, you know, 2024 was all about predictive, right? So how are we doing? Better forecasting and predicting. And as we went through 2025, we were exper. Experimenting with, you know, how do we automate things in more agents? And so now we're in the world of agentic and I Think that's where everybody needs to be thinking. So from things like in the marketing world, lead scoring to, you know, how do you do automatic lead nurturing or from sales where we were making lead templates to now how do AI SDRs handle discovery calls and then on the success side, you know, churn risk to automated health checks. So that's, that's kind of where I think of it, you know, from a high level in terms of like what can you do today and what are the things that I think can really ignite revenue growth. Like to me that's all around a real low hanging fruit is all around call intelligence. So how are you really leveraging your call intelligence tools and your revenue intelligence tools and what are you doing with all of those transcripts and that data and using those insights? Whether you're building something to learn from it, feed it into coaching, or if you're just using, you know, out of the box tools that actually give you the analysis that you're looking for, I think that's really, you know, something that if you're not leveraging it, that's where you know, you need to really start and dive in on because there's such practical information that you can pull out of it that can directly impact the revenue growth just by analyzing those calls and then automate that process and hold people accountable in the process to doing it right. So because we all know seller behavior, you know, it, not everybody is going to go do the thing, go press the button so you know, you can start down that path and if you find a process that works, you know, how can you better serve it up to them and then really take those insights and do something with them.

Oh, I love that. You have got my soul smiling over here. Automation, insights, data no more. I think, and I feel, I think that as enablement and rev ops folks and even sales leaders, we're just, we've been too dependent on that piece. And now I don't want to say take emotion out of the process, but let's take it and put it in the backseat and let the insights and the data drive where we are and where we should be going. Terry, Kelly, anything you want to add

it other than I agree with everything Sandy just said and your recap? No, it's fabulous.

All right, agreed, Agreed. All right, so Kelly, go ahead. Sandy.

The only other thing I would add is just like I remember back, you know, I don't know how many years ago we rolled out Gong and we, you know, got the call coaching functionality like they were the first ones to do it. And you could never get a sales manager to go in and rate the call and coach it. So like to me, those type of things now, like the AI coaching functionality, like leverage that, use that, you know, for, you know, get the sales leaders bought into it, like that kind of all goes with it. Right? Like everybody I think who's been in an enablement for five minutes has like experienced that frustration with sales leaders. So, you know, really deploying those tools and leveraging them and I think that goes together with that call intelligence.

I, I love that. And I want to double tap on something you were just talking about and that's sales leaders. Kelly, I'm going to shoot a question over to you. As a former sales leader yourself, I think we all know that what's important to my manager is imperative to me, right? And when we're going to enable, where do we start? We start with the leaders because they have to own the adoption, the execution, but most importantly the positive modeling of what they want their people to do. So a question to you as a former sales leader is how can enablement leaders ensure that AI adoption enhances the human connection and coaching rather than replacing it? Because I know there's a lot of trepidation around that piece.

Absolutely. I spend a lot of time coaching enablement leaders, sales leaders, sellers, and they often ask me, is my job getting replaced? And I feel very confident that the answer is no, depending on what role you're in. I think obviously Sandy mentioned there's some SDR functionality out there, but I do think, but people still buy from people. And if I were focusing with a team today, I think it's all about eq. You need to really hone those skills on how you connect with the individuals you're talking to. Your buyers are coming in way more educated than they've ever been before. They've chatgpt, they've got reviews, they've talked to their friends. They have a pretty good idea of where they want to go and what they want to purchase. So selling becomes more about that personal connection. Use AI to make your processes faster and to prep better, but then use all that great information that's now at your fingertips to create that human connection when you're selling so that you can create the urgency and connect it to not just the organizational KPIs, but that personal pain or goals that that individual has that you're working with. So I think it's actually just shifting more to how do you sell as a human and then how do you use AI to take away all of those tasks and things that for years have taken so much of our time.

Love it. If anybody's seen anything that I've posted in the last year on social media, you see my favorite hashtag is IQ EQ AI. And the reason is we all know AI will give us content for years beyond any of the time that any of us here are on this earth. But it's the context that comes out of that EQ piece, right? And you can't get that, I'll say, yet, but you can't get that from, you know, chat or going into cloud or whatever it may be. You still have to be able to bring the context, the empathy as well as the, the stories and the best practices that you can only get from experience. Right, ladies? Anything else you want to add, Sandy? Terry. Well then how about this, Terry, I'll come back to you something that we just that Sandy was talking about and that is allowing the data and the insights to lead you in the right direction. Let's add another category of metrics. Right? So as you're talking to folks out and you're running this in your organization, what metrics or indicators best capture the real impact of AI on enablement and the performance and productivity? Mm.

Well, let's start by saying if we're still measuring logins and completions, we've already missed the point because as we think about AI and the impact, we're looking at it in three different places. We look at speed, execution and leverage. And so from a speed perspective, it's all about how is AI showing up? Their their job is to compress the time or its job is to compress the time. So time to first deal, time to quota ramp velocity. And if AI is working, if it's been built in correctly into the workflows, then the ramps, the ramp time will continue to improve and you're going to start seeing early stage performance become more consistent. So that's 1, 2. If you look at deal level, AI should really change how deals are being executed. And so we're looking at where do we see win rates lifting among AI users vs non users? Do we see changes to the sales cycle? If so, what are those? Stage conversion and then forecast accuracy. Because the strongest proof continues, at least to be at this point for us, the reps, again using AI, embedding it into their workflow the right way, are outperforming those that don't. And then the third thing, just to really dive into where Kelly was going on coaching, is it's to amplify managers. So we're looking at that entire workflow. How is the coaching improving, coaching frequency per rep or looking at the quality of the feedback? Is the rep continuing to improve after these AI highlighted moments have been coached to. And we're starting to see that if a manager, for example, can coach eight reps instead of four, we know that there's measurable impact there, especially if we're seeing changes over time to behavior and output. So I think the bottom line is it's not are people using AI? It's did the ramp time drop? Did win rates improve? Did selling time increase? Did revenue grow per rep? And if those aren't moving, then AI is not transforming enablement. I like to say it's not transforming enablement, it's decorating it. Now, you put a star on the tree. That didn't make it actually work any better, but I think that's really a great anchor point into how you need to think about it.

That's amazing. Something you just said just, just grabbed me. Just because it's pretty doesn't mean that it's productive. Right. It's like the old standard metrics, the smiley sheets and butts and seats.

Yeah.

Look, our, our prospects and our customers are no longer asking us to inform them. Right? They're. They're what, 70, 80% down the road before they even come and talk to somebody.

Right.

And they're not, they're rarely even asking us to differentiate anything. What I'm seeing more and more is tell me why I should work with you, your company, and why I can only get this from you. That means best practices, that means testimonials, that means customer reference calls. All those things, oddly enough, are more important now, dehumanistic pieces than the content pieces that we're getting from the AI side. Right. And I think that's where it can cut through a lot of the hyperbole out there and the nonsense. But there's still a lot of hype around AI because as many different companies as I talk to, I can't put my finger on one that says they are the best at fill in the blank. They may be further along than others, but I wouldn't say that there's a best in. There are some that are better than others. Right. So, Kelly, from your perspective, right, we've all heard all the hype around AI transforming sales enablement and it's going to get rid of and it's going to move this. Can you give one specific example where AI actually helped move the Needle on a metrics that matters to the business.

Yeah, I'm actually going to give you three, I promise I'll be quick about it though.

Three. I'll take them.

The one just came to me and I want to play off of what Terry just said around coaching and this is a really interesting example is when you're using AI to help coach and you're giving your frontline managers more time to spend coaching, you're going to see that your forecasting accuracy gets better because they're more involved in the deals that matter and they're spending time where they should and that is a metric that the board cares about. So I always like to we think about the reps, but spend time thinking about how your frontline managers are using AI to really give them the time and space to spend time where they need. The other two areas that I've seen the biggest impact are One is bite sized enablement. With AI, product launches and releases are happening on a daily basis. They are no longer happening every six months where you're doing a big launch and you're celebrating it and you're talking about it in the field. You have to get your reps up to speed on new messaging immediately. And so things that allow you to do bite size and enablement and get information out there quickly and hopefully created by AI, not a person are huge winners in terms of being able to have your field talking about that thing in the field and hopefully selling expansion deals. The second thing I want to, or I guess now the third thing I want to talk about is AI roleplay. It is so hard to get frontline managers to coach their teams and do role play. It's awkward for them, it's awkward for the seller. No one likes role play. I run methodology trainings and I don't like role play. It is hard, it's uncomfortable. So giving sellers the ability to be coaching coached by an AI bot in a safe space before they ever have to do it in front of the customer is phenomenal. We all have, like we said, we've got new messaging coming out constantly and they need to practice it in a world where they're getting objections. We're too nice when we role play often, but AI is gonna say AI has hung up on me before when I've been practicing, you know, CEO hang up and you're like, okay, didn't handle that kind of Caldwell. But that's a real world situation. And so I think if you're not leveraging AI role play, that is an area to really start Seeing that impact in terms of speed to market

to

the leaders out there. I just heard you're being way too nice when you're doing.

We are, we are. I'm too nice. I know it.

Way too nice. Look, I wouldn't put it up that where with, you know, going to the dentist, but it's still not one of those things. I know that anyone asks for birthday or holiday presents, that's for sure. Stephanie, I want to stop this train just for a moment because I know I've got a million questions that I can ask, but I know also that folks out there came with questions. So if we could open this up for questions that may come from the audience, I think that would probably be a good time for that.

Well, that is so thoughtful of you to do that.

I sit in the audience too and I've sat there plenty of times going, I have a question, can I ask? I love what's going on in the conversation, but I also have one. So I want to make sure that we can do this with the audience. So as questions come up, if you'd let me know, I'd greatly appreciate it.

Yeah, I mean there's so much chat in the chat, a lot of, you know, keeping up with. Loving the point that the rep and the manager experience is critical for AI adoption but we do have a question here. How do you see AI helping if you sell via a channel and are arm's length from the end customer?

Alrighty, who wants to take that one?

I can start. I think first you're going to see. Well there's the AI agents of course, but from a content, I think AI showing up in a content perspective, helping to not only curate but to drive some of that content or serve up that content. And just in time based on interactions and platforms with partners is going to be really key. I do think there's an opportunity if you have a strong enough team like your regional partner managers, if you have a strong enough team that can go in and really do strong business reviews, AI can show up modeling again, propensity to buy or helping to coach partners or coach sellers, coach partners on where they could be more successful, coach sellers on how to partner more effectively based on a partner Persona or a use case or vertical. So I think there's a lot of different ways. It's going to depend on one, what you have access to from an AI perspective and two, what your priorities or flip flop that what are your priorities and then what do you have access to to help drive.

Thank you for that.

I'll Add one thing to that. I think digital sales rooms are very powerful when it comes to channel and we're seeing now that most of them are AI powered. So instead of having direct access to the customer, if you can see the digital sales room and what's happening, then you can coach the partner in the background. So something to look into. I've seen it done well a couple times and it's huge.

100% on that one, Kelly. 100%.

Agreed.

Yeah, DSRs are definitely a game changer. Right. Because now you can not only personalize but you can build things. So it feels to the channel as well as to your prospects and customers like, we did this just for you. We do it broadly, but this time we did it just for you. Right. So I know we've got more questions. Sandy, I've got a question for you that, that just kind of jumped out. I mean, it's about tech stacks, right? How are you thinking about AI integration with your existing tools and are you buying or building or taking a different approach now since the whole world has shifted?

Yes, yes. So foundationally the approach, the logic from my perspective is the same. You have to think about, you know, how are you engineering your tech stack, how does one tool work with the other as you're adding in different agents and different AI resources, how are you then orchestrating those across your tech back? That's kind of the, you know, the difference. Right. So in terms of build or buy, for me personally, we just stood up Salesforce last April, so we are going from startup to scale up. So it's really fun. I'm getting to build everything from the ground up. So I've been really particular about tools that I'm selecting and making sure the experience that I want all of the sellers to have, you know, from Salesforce as their launch point. And I have a GTM engineer which you know, is going to be the key to orchestrating all of your technology and making sure that it works together. And the other piece that I'll say is like data is still the foundation. So like if you're, it's still garbage in, garbage out, you slap AI on it, you put a bunch of tools on it, you're going to get garbage out, garbage responses. So like literally earlier today I had a cross functional meeting with sales, with our head of technology, with our infosec head, our product head, making sure that we're aligning all the underlying areas that everything's pointing to and as we stand up, seismic, we are, you know, pointing everything to our underlying SharePoint library. So just really getting those foundations, like, what's the source of truth? And then what team should use which AI resources and tools. But overall, thinking about it strategically, just adding in these layers and then how do they work together cross functionally.

Thanks, Sandy and Roderick.

Can I just add one thing to that?

Sure, go ahead.

I love where Sandy was going with it and something that we just recently uncovered was this AI fatigue, because AI is showing up in almost all of the platforms, plus any kind of your homegrown AI. So there's not just the AI fatigue, but the confusion of which AI bot do I use for which.

Yes.

So again, going back to Sandy's point, it's so critical that you're looking at the strategy. What is the end goal and how do you back into it with the right tools and the right interlocks of AI.

Yeah, 100%. Like, we're a. We're a team shop, you know, like it, love it. So we've, you know, launched Copilot and we're teaching people how to use it correctly and we're determining, like, what. Where is it? Asking, you know, where. Where does. Where does everything point to? How do we deploy the confluence agent properly, you know, and then go to the right pages, things like that. So

I look at AI no different than Microsoft Excel, Word, PowerPoint. It is a productivity tool, to your point, and is only as good as the prompt that goes in to get what comes out of it. Right. So use it as a business partner. I see it too many times where it's being used as a toy or a research tool. Right. Step back and look at it as a business partner asking questions, and not just to get to know me, but take away, get away from that. Oh, I'm going to give you this thing and turn it into a presentation. No, no. I want to have a conversation with you, and I'm not always right. So tell me what's missing and tell me where I'm wrong. Right. Otherwise, don't have a business partner.

You have an Echo chip, a confirmation bias. Yeah.

So here's what I want to do. I want to change hats for a quick second. We've got a few minutes left. And each of you, I want to give you a minute and just fire through this same question, all three of you, and get your feedback. And that's. Let's take our crystal ball. Let's look 18 months out from now. What's one AI capability that revenue teams is a must, absolute, must have in order to remain competitive. And Kelly, I'll start with you.

There's so many that I can think of and it's hard to come up with what would be the most powerful. But I'm going to go back to, I think something that Terry and Sandy talked about is how do we have at our fingertips a coach that is looking through all of the conversations that we're having, all of the emails that we're sending, what we're not doing, the stakeholders we don't have involved looking at our CRM to say you're not multi threaded, you're not multithreading power threaded, and giving us that insight to help us look around corners. When you're in a deal, it's so easy to have blinders on. And I think the more that AI can provide that risk analysis, the better.

Thank you, Terry. And then, Sandy, I'm going to come to you to close it out.

Right. So I would say again, what it's not, it's not dashboards, it's not going to be summaries and it's not going to be generic copilot. What's going to be absolutely critical is that you have a real time revenue intelligence, some sort of engine that's going to help you diagnose deal risk and prescribe action. And that capability is going to be so critical because being very candid in 18 months, having AI is not going to be impressive. It's an expectation already. So what's going to start separating leaders from laggers is whether you're using it to fundamentally change how revenue decisions get made. Because if you're not doing that, if AI is not helping you influence those, those decisions in real time, then AI is not a strategy for you.

Well said, Sandy. I want to hear it from the Rev Ops perspective.

Yeah.

And let's even go as far out as 18. Let's say if you're not doing this by the end of the year, you're already behind the competition. What are the. Must have.

Yeah, So I actually went to the. So I have a podcast, AI Powered Rev Ops, and I went to my transcripts, I went to the first seven episodes and I asked this question to my own, you know, folks that I've been interviewing. So one of those is the shift to autonomous agents. Right. So this idea of AI as a workforce, the other one which I think is talked about a lot is having an orchestration layer, kind of like what I was talking about before, where you're orchestrating all of the agents across your organization, kind of like a go to market air traffic controller and Then just really the predictability and consistency. Just having this really part of the foundation of the revenue teams to get the forecasting and get the revenue numbers.

As usual, this has been informative. Informative as well as educational. And thank you first to the audience. Thank you for being a part of this. For all of your engagement to Gerhart and the team at Selling Power. Keep doing this. We need this to be able to have to a platform to facilitate these. And to Kelly and Terry and Sandy, I can't thank you enough for this, for adding in your flavor and for keeping this thing going and giving us things that we can go put into practical application. So to all of you, thank you so much. Gerhardt, Stephanie, thank you.

Thank you.

Sandy, I have a question for you. Over your left shoulder, there's something that I think you need to touch and hold up and.

Okay. I knew you were gonna do that. Gerhard. There we go. Yay.

Awesome.

Did that look familiar?

Some reason. Carrie has one and. And Roderick has one.

Yep, mine's right there. We've got it.

That's awesome.

On my desk. It's the only award that I still keep in my office. Everything else is boxed up. This one is special.

Beautiful.

And I think it's just so incredible that you've kept all these in one piece with this glass put together. That was a logistical feat, right? To get it to Vegas and then to get it back. Did you carry it on your lap in the plane? How did that even work?

I shipped mine.

Oh, you should.

Did you?

Yeah, I. I did carry mine. I'm not gonna lie. Put it back in the box, wrapped it all up and just set it on my lap the whole time. It was like a prized possession. Was a little baby.

Absolutely. I carried it like one of my kids. One of my kids.

I think I had to because I was going somewhere else and I was like freaking out about what to do

and so anyway, I have a quick question, Kelly, you. You mentioned sales rooms. Digital sales rooms. When it comes to making a decision in your company, how many people get involved where they need to say yes? You can have a digital salesman.

Oh, you mean how many buyers on the side?

No. How many decision makers in your company need to say yes to what you are choosing?

The sales leader and the rev ops leader and the enablement leader.

So three people.

Three people.

Terry, a similar decision in your company, how many people decide much more than that.

I would say our layering. You're looking at eight to 10 people that are going to have some input aside from getting to the top where you have your final decision and how

long does it take to make a decision in that case?

It can actually take quite a while. Our security is tight. Our AI. All of those pieces are incredibly important to the organization. I would say on just a couple of deals that we've closed, enablement related, I think we're looking at close to 12 weeks by the time start to finish. Hey, let's do this. Let's get through all the infosec. Let's get through all of the, the necessary T's and C's. It's, it's quite, quite a process.

Wow. And Sandy.

Yeah. So for, for our sales cycle. Yeah. I mean we're, we're selling to banks and credit unions. We're talking, you know, anywhere from six to 18 months. So these digital sales rooms become critical. But to the first part of the question, just like even setting it up, that I think that was the beginning is, you know, we have the sales leader, the marketing leader, myself and then our coo. I report up to the coo. So four of us internally.

Wow. And so you're all helping sales leaders in sales people get better. What would you recommend to those vendors that you have been dealing with that they should be doing differently?

I would say touch on the value early. What is the value of your product? How is that going to not just solve my initial problem, but what does that look like future state? How is this something I can grow into based on current strategy? Because we're not looking at a like, let's just come in and fix one thing. Consolidation plays all the complexity we just talked about with AI and what some of the basic tools now offer. Those are real conversations. So you have to be confident in your talk track that you can position

that what percent of sellers actually measure up to that, that share the value very early?

I think Kelly and I are laughing and cringing at the same time. It's a small percentage. It is a small percent. And our, our job is to change that. That's why we're here. It's. How do we. Yes. How do we transform those sellers? Knowing what we know about the new buying cycle, knowing what we know about the expectation we would have buying a platform or tool or service. But it's, it's a confidence thing for sure. It's also just a seasonality of how long have you been in the business, in the space, in that vertical. And so quickly getting them ramped up, which is another place where AI can really help will that, that can drive that effectiveness earlier in onboarding and earlier in any kind of, you know, ever boarding that you're doing, I think to

add on to what you just said, Terri. Value selling we've been talking about for 10 years, everyone like it's, we've been talking about for 10 years but we're still not good at it. And that's the creative crazy piece of it. I think. I love the saying what got us here won't get us there. You could be successful with kind of doing value selling and like taking pieces of the different methodologies. Methodologies that teach you how to do it and doing it okay and you were still fine. But it is 20, 26 and it's real now. The rubber is meeting the road and you have to be good at it today. So I would double down on what you just said, Terri. I think it's, it's so important and we think we're good at it. I run analysis with teams all the time who give themselves like, oh, we're 8, 8 out of 10 and then we do some AI role play and we find out they're more like 3 out of 10. So there's a big gap there.

And it goes back to what you said, Terry, like what you're asking them quite open ended questions. It's pretty basic, right? Like what, what problem are you trying to solve and really bringing that value versus what you said Kelly, reverting back to like features and benefits. Because you see it all the time with sellers just kind of defaulting to the latest feature release. Especially if you sell software like, you know, so where's that bridge between product marketing and enablement and how do you actually make those seller conversations and drive the value and remember that we're not, you know, selling features and benefits.

And I think that's where I don't know if it's Kelly or Sandy said it, that's where the EQ gets tied in. It's one thing to be a good seller, it's another thing to have the EQ to be able to engage at a whole different spectrum. So when you have, you can put those two things together and develop, that can be pretty substantial.

When you talk about eq, do you include trust?

Absolutely. Trust, building rapport. People do buy from people, but there's, you know, it, there's another lens of building rapport all the way through the sales cycle. Not just early in the deal, but in your handoffs, in how you're running, how you run your opening, how you actually think through like Sandy's doing, the line of questioning, your follow up, your transitions to all the way, all of the gating that you're doing, the information you're sharing, how organized you are, man, it's that that whole concept of digital selling and body language is even more important. And you wrap that into eq, because we sell in boxes now, very small boxes, and that's a reality as well. So there's there has been complexity built into our sales motion, I think, unintentionally, with the changes. But we have to adapt, and we have to think of all of those things as we build out our programs.

Fascinating. Thank you so much, Terry, Kelly, Roderick, Sandy, you're an incredible team, and congratulations on helping elevate the profession of selling.

Thank you.

Thanks for having me. Thank you so much.

Thanks for having.

Thanks for having me.

Thank you.