How Our Clients Are Tripling Their SALES Every Year

If you're going to learn sales from somebody, you should probably make sure that it's not the dentist with bad teeth. If someone claims they can fix your sales process but their own pipeline is a mess, you should run. And so here's ours. This is going to be real data, real deals. This is the meta proof of how we've done this over the course of years. Valiant Roofing is a great company, great leader, you know, like this is not something that I can take all the credit for. There was a great leader in place, but his sales manager quit on him just before coming to do business with us. And so we created something called the CSM Audit View in his platform CRM build, which is when you as a sales manager look at your pipeline, you want to be able to look at 5 pieces of data. You want to know how much can we make on this deal? When can we make the money on this deal? What is the close date? Why don't we have this deal yet? Why don't we have this money? What is the objection? What are we going to do to overcome the objection? What is our next step? And when are we going to do that? When is the next That's the boring activity day in, day out that he made sure that reps had this information every single day. And it resulted in tripling the sales in a year. It's not magic, it's consistency. And we had the daily discipline of pipeline management. He, at the end of the year, wished he got more from us than just the daily discipline around that. He tripled year over year. At the time of making these slides, he had doubled his year over year in February. And I think he did the same thing in March. I remember way back a long time ago, I worked with a 24-year-old kid who was taking over for his dad because his dad had a stroke. He wanted to be a photographer and a skateboarder, and he took over the roofing company for his dad. But he was ridiculously smart. And when we were talking about leading, I was like, if people are struggling to be average and failing to show improvement, it's because they don't know, they don't care, or they haven't been taught. It doesn't necessarily go in that order. I've refined it a bit better to results come from effort, knowledge, and skills. But if they don't know they're failing, you have to tell them. If they've been told that they're failing and they're still failing, then you have to teach them. And if you've taught them and you've told them and they're still failing, then they don't care. And this forced him to always be thinking about, I have to be on top of people consistently, and then I have to be developing their character. And then if that doesn't work, then they don't care. If you can't change your people, you got to change your people. He wrote that down on a wall and on a whiteboard. He moved his office. He still has that whiteboard and he still has that writing in erasable marker. It's just Sharpie— or not Sharpie, but what do you call it, like the dry erase marker? It's still there today. And he went from $6 million to $60 million in 6 years, and he was 24 years old. He's the number one company in Hawaii, and he stays there. In fact, his new challenge is that he's bored. At 30 years old, he became the number one company in the state, and I was like, what am I going to do for the next 30 years? Do this for another 35 years? Just be number one? Rhino Roofers, okay? They came to us, they're doing $1.2 million a month, and they were professionally trained. They had Roddy Webb Sales System. We rolled out the Pod Sales System, CSM Audit View, and they lost 15 of their 17 sales reps over a month after I left. I left and I was there for 5 weeks. I left, 15 of 17 sales reps quit. They were doing about $16 million a year, and I was terrified. The owner stuck it out. He rehired a team. Of 8 people. So you had a total of 10 over the course of the next 60 days. And the sales manager, Jacob, he was a big part of this. He learned the framework and retrained the new team from scratch with the new CRM and the new CSM out of view and the new process and the new Pod Sales Framework. 60 days later, they sold $3.6 million a month and they stayed there. And the great thing about it is that this became a cultural system. Jacob since left, started his own roofing company, but the behavior stayed and the sales kept growing. And Jacob's company is successful too. So the real test is, does this survive the person who installed it? It had to survive me. It had to survive Jacob. I'll tell you a story about Starway and Irma. Okay, Irma worked at Starway. She was the inside sales there, and she was killing it. She was doing great. She was a little stressed and overwhelmed and felt like a failure sometimes because she couldn't get from the top of her CSM audit view to the bottom every single day. And so deals were slipping through the cracks. In my defense, I guess I would say I told them you need to hire an additional inside sales rep. She's overwhelmed. If you have an inside sales rep working 40 or 44 hours a week at a desk, helping the outside sales close deals and get prepared for opportunities and booking appointments. If they're spending 30 minutes of intentional effort trying to close a deal every single week, if they're putting in 30 minutes, that's the 5-minute phone call, the 3-minute Loom video by email, the little touches, the text messages, the having a 14-minute phone call. Right? If she's dedicating that 30 minutes a week, if she has 60 deals at a half hour per week, that's 30 hours per week. At a half hour of intentional effort, this would be 80 hours, 80 hours of work per week at 160 deals in her pipeline. There's just no way she couldn't keep up. Told him you need to hire somebody else. But a lot of those deals were just zombie deals. You're holding onto the baby birds. And so we said, we gotta cut the zombies. You gotta adjust those close dates on yellow lights and you gotta focus on your green lights. If you've got red lights, get 'em outta your bucket. Set a task, adjust your close date, put them out in the future. If they're waiting until spring, get them out of the bucket. Take this folder and put it in a box and make that box open on April 1st next spring. Like, get rid of it. Get it out of your thing. She did that. She cut the zombie deals. And when she went from closing 20 deals a month to 40 deals a month. So she cut and she increased revenue. Same person, same market, fewer deals in her pipeline, but more closes. Less is more. And one client that I can't mention on, uh, because we have, you know, an NDA with them— 37 months of consecutive growth. 37 months where they sold more than the previous month. So competitions during slow months do even more. So you create competitions that are 6 weeks long. You adjust quotas so people hit bonuses faster. I did this once in my own business. I had a quota that was too high and it was demotivating because nobody could hit it. I adjusted the quota down, they sold more. But this company that did this, they got 37 months of consecutive growth. They turned their slowest months into their busiest months by creating really amped up competition.