Kyle Asay's videos and podcasts

I’ve taken my proven approach for:

To adapt, I’ve made a lot of changes in how I train my orgs. The results have been pretty fun - going from almost no one hitting quota when I joined LaunchDarkly to seven consecutive quarters of accelerating growth + doubling revenue per rep.

After nearly 6,000 purchases, I stopped offering my most popular product last year for one reason: what “works” in sales has changed more in the last two years than the rest of my career combined.

Regardless of how great the company is and how fast they are growing, the comp plan matters if you are an AE.

I think the best way to quickly find a problem worth solving is to bring a strong point-of-view to the call.

Successful discovery can’t begin until you’ve found a problem worth investing time and money to solve. You need to nail three points:

When you focus your discovery on “a” problem instead of “the” problem, you end up with detailed opportunity records that executives ultimately decide they can live with.

I understand why it happens - as soon as an AE hears a problem they can solve they get excited and latch onto it.

One of the most unfair parts of sales is you could...

Discovery was well run with great questions asked, uncovered negative consequences, identified current state and relevant stakeholders, agreed next steps.

Great example of why you need to use all channels in your outreach:

"You are the [target title] at [target account], and you want to purchase [name of your company/product] to improve your [target use case].

That’s a (very) light version of how I use AI to scale best practices across my teams.

A stupid simple prompt you can use today to: - Tr...

5) Exceptions kill orgs

4) Use data for hypotheses but never decisions

3) You can’t out-execute bad culture

1) Nothing matters more than who you hire Hiring ...

2) You can’t “hire slow” and win

I’m in my 6th year as a sales VP. These are the ...

Giving AI generic prompts leads to bad output. Teaching AI what "good" looks like and then asking specific questions leads to helpful output.

"I am a sales rep at [company]. I have an upcoming conversation with the [prospect title] at [prospect company]. I want to come prepared with a point of view. The point of view should include:

Failing to bring a point-of-view to discovery call...

You'll find significant priorities faster when you bring a strong point of view to your discovery call.

"Based on our conversation today, we might be able to help you improve [outcome].

If my discovery hadn't found a significant priority, I'd rather end the conversation after one call than lose the deal after six.

Ending my discovery calls by "empowering the no" d...

p.s. A member of my team did a great job of this o...

Most reps consider cold calls that end without a meeting booked a loss. No wonder cold calling sucks.

Love this story - an AE ran the deal review skill after new contacts were added to a call last minute.