Peter Winick discusses whether Brad should position himself as a sales trainer or build a broader thought-leader brand. They explore the difference between a scalable platform and relying on a personal name, and how to clarify core expertise for maximum impact.
To where if someone said, Brad, are you a sales trainer? I don't want to say yes. Why? Because I'm more than a sales trainer, even though sales and closing and persuasion is something that I can and do teach people. And I think it's an ingredient everyone needs. Would I be not doing myself justice by entering the market if I wanted to be a sales trainer?
So at the risk of sounding like a consultant, It depends, right? So you wear many hats. You're— there's Bradley. We could create a brand around Killer Sales Training that doesn't have to have your name on it per se, right? It could be the Killer Sales Training something something something.
Yeah.
You also wear the hat of a CEO. You also wear the hat of an entrepreneur. You also wear the hat of, you know, doing lots of other things, being a speaker, right? So it depends on the hat that you're wearing and where you're doing it. So one of the people things that folks struggle with early on is my name is my brand, and that's really, really good until it's really, really bad because you don't scale, right? So how do you create a platform? I use the term platform different than you use it from the perspective of technology. I'm talking about sort of the identification, the representation of your brand, right?
What's your expertise?
Yeah, what's your expertise, right?
