The Only Sales Management System You Will Ever Need
Adam Sand presents a seven-part management system for sales teams that uses daily pipeline discipline, call coaching, and deal pruning to push close rates from 25-30% to 45-55%. He walks through the framework with examples from roofing and car dealerships, then offers consulting programs ranging from free to $22k.
Chapters
If you're gonna 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. We eat our own cooking. I'm not teaching theory here. What I'm gonna teach you today is stuff that actually works in our clients' companies right now, today. And everything I'm about to teach you is stuff that I've been living for a decade, from the car industry to the roofing industry to consulting roofing companies. I wanna show you how. So the question that you have to ask yourself is when you double your close rate, you double your revenue without spending another dollar on marketing. So the goal should be to double your close rate. In a business where you're selling the same thing to the same people using the same tools to install the same product the same way for more or less the same price, how do you not have 100% close rate? The way you guarantee your company stays stuck is you don't have a system for managing your sales team. So you write her down for the day. Is that when you double your close rate, you double the revenue without spending an additional dollar on marketing. A lot of people want to find out where they get more leads. Maybe do more with the leads that you have. If you're in the room today and you saw value in showing up, you're probably closing around 25 to 30%. Our best performing clients, the ones who follow the system like it's a religion, they're the ones that are closing at 45 to 55%. And so every morning, every salesperson wakes up and wonders the same thing: is today the day that people stop buying what I'm selling? Doesn't matter what industry you're in. I dealt with it in cars. I dealt with it in cars too. I sold vacuum cleaners, door-to-door. I did telemarketing. I sold tanning lotion when it— when I owned a tanning salon. I sold roofs, and now I sell results to roofing companies. This is where we bridge into the 7 C's. These are the exact 7 things that, done consistently, turn that fear into a machine that creates an infinite money glitch for your business. And so let's dive in. I make it easy with the 7 C's. The first C is consistency. Same rules, equal opportunity, but daily rituals. And we're going to follow a similar format of how I learned it, how it works, the proof, and how you can start doing this on Monday. If you're in the room, you should be trying to look for something you can start doing on Monday. You want to take action. It's not enough to learn. You have to seek to understand and implement. So how I learned this was this magic little word, CUDL, which was calls. How many calls did I take? So when I was a salesman in a car dealership, I learned from one of the best sales managers in the country. We ran the number one most profitable dealership in the country when I worked for this guy. He told me every single day, I want you to hand me a piece of paper at the end of the day. You're going to write C-U-D-A-L-D. And if you know me, you know I'm not a big fan of paper. I love my automations. I love my systems. But that's what he told me to do. And that's what I did. I wrote down C-U-A-D-L-D. What it meant was calls. How many calls did I take? How many ups? Ups were the people that drove onto the lot. And went looking around on the car lot? How many deals did I write? How many appointments did I book? How many leads did I get? Leads were from the internet department. You had a department upstairs that was running all the, like, literally all they did was answer the leads and then they would get you in touch with the customer and then that was a lead. And then how many deliveries? How many cars did actually go down the road? Because you know how it is, you buy a car, you go into finance, and then you either go home that day or you have to come back a couple days later when they get you approved. And so he also said put a little tick on a box and every time you make an outbound call, put a little tick. And your goal is to make 50 outbound calls a day because the whole thing was like People bought cars 2, 3 years ago. You call them, you talk about their trade. Half the time people want the new thing. And he made sure that every single day, every single sales rep handed him this. Yes, he had the CRM. Yes, he had all that data, but he wanted you to have to hand in your thing at the end of the day to create that accountability. And so I wrote these letters down on a page and I became the number one sales rep in the country for Chrysler. Sold a lot of cars. In 8 months I did it. So I started in March, I went through training, I started selling in April, and in 8 months I was the number one sales rep in the country for Chrysler. I did it with 30% less time than anybody else had because I was just stupid enough to listen to my manager and treat it like it was an irrefutable process. I couldn't walk away from it. And so then there was a process behind the sales experience. We always had to do a meet and greet. We always had to land the customer on a vehicle before they did a test drive. We always did a soft close. We always took the same route on the test drive, and we always said the same things when we asked for the sale. So this is that consistency, and that consistency is what made me become that number one sales rep. And what happened is actually when I did this, I got promoted to a sales manager to go run this new innovative approach to used car sales, which was completely online, all completely online car sales. We had no dealership. We were owned by a dealership, but we were down the road in a leaky Quonset hut, and we were selling all the inventory of the 15 dealerships completely online, delivering vehicles to people's doors. And we became the most profitable used car department in the 15 dealership group. And then I got a promotion again to go run a Nissan dealership, and following the exact same processes and teaching it to my people and creating the same discipline, what happened was we got the same result. We became the fastest growing Nissan dealership in the city, and 3 years later we were the number 1 dealership for sales in Canada. Same discipline, 3 roles, different result. Consistency compounds. And so I brought this to the roofing industry, and here's the client proof. Valiant Roofing was— 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 he took, you know, I don't know if it was the whole team or a big portion of the team, but nonetheless, it was a $3 million company in disarray. And so we created something called the CSM Audit View in his platform CRM build, which is my roofing version of the CUDOLED sheet, right? Those 6 letters. 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. And 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. So you use it Monday, you write down the 3 deals you're most likely to close this week, and you focus heavily on what you can do with those 3 deals. And you get consistent asking your reps for the most important deals. And that CSM audit view that I was talking about, it's very similar, but it's when you as a sales manager look at your pipeline. You wanna be able to look at 5 pieces of data. You wanna 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 activity? 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. So start this Monday. Or you might wanna start with character, character development. You wanna develop professionals, not just focus on performance. You wanna develop your people. When I started in car sales, I had done many other sales jobs, but I was never the number one guy. I just kind of survived. I liked sales, but I was never the number one. When I went into car sales, it was actually on the back of a business failure. I had a tanning salon that I'd poured $240,000 into the equipment, and the government changed the laws around it. And when they changed the laws, what the result was is that teenagers couldn't tan. When teenagers couldn't tan, everybody said, why? And when they said, well, it could give you skin cancer, then nobody wanted to tan. So my business started going downhill, and I had a very expensive operation, very expensive tanning beds, and I just like the best of everything. So I sold the business for $60,000 to a friend of mine, and that guy, he kind of ruined the business in a very short period of time, like 6 weeks. And I sold it to him on an owner-financed deal, which meant he paid me— he paid me payments to buy it. And after 2 payments of $8,000, he shut it down midnight, moved and closed down shop, and stopped answering my phone calls and moved 3 hours away. So I was heartbroken, lost my relationship, spent 8 months drinking, writing every stupid thing I thought on the internet, burned a lot of friendships. I was extremely depressed. And then I got a job at a car dealership, and I went to a car dealership that was 35 minutes away from where I lived because I was too embarrassed to have anybody see me because I thought, you know, I was still young and I thought that everybody watched everything I did and everybody thought about me all the time. And therefore I was so embarrassed I didn't want to be seen in public. So I literally went to a dealership 35 minutes away, but I told myself I was going to succeed at this because after owning a business getting the opportunity to work in sales, and they told me, yep, you're gonna make $600 every time you sell a car. And I was like, you're telling me I don't have to pay for the inventory, I don't have to pay for the receipt paper, I don't have to do the advertising, I don't have to buy the inventory, I don't have to do the marketing, I don't have to clean up the dealership, I don't have to do any of this stuff, and you're going to pay me $600 every time I get a customer to say yes to something they walked into the building to buy? You had to pry me out of that building with an effing crowbar. And I worked 13 hours a day, 7 days a week,. I was in the dealership before the sales department opened. I walked through the service area and I left through the fire exit every night because I had something to prove. I was a broken person. And every night I listened to one of these two books on my ride to work. I listened to How to Not Suck at Sales and I read the book To Sell as Human at night. I literally immersed myself in the best practices of sales. All I did was focus on sales development for myself because like I get sad thinking about this. A month and a half into working there, I got my car repossessed because I was behind on my payments. In fact, I had to wait by a landline to get the job because my cell phone was shut off. All I could afford was my rent or my utilities every other month. So it was always either one month behind on my utilities or one month behind on my rent. But my car, I physically had in my possession, and I would park backwards in parking stalls. I didn't want anybody to see my license plate, and my car got towed and I had to cab to work. I put monies in Ziploc bags to try and budget, and the only thing I focused on was sales because I had to develop my own character. But the manager I had, Ryan McDonald, he developed me. He told me I had to read the book Good to Great. He taught objection training. He forced me to do role play every single week. We did not go a single week ever without role play. We moved the chairs and tables to the side in the lunchroom, and we would have to practice doing test drives because it's cold as heck in Canada. So we would have to impersonate doing a test drive and a walk around on a vehicle in a lunchroom with no vehicle. But if he said, if you can't demonstrate a Grand Caravan SXT with the Stow 'n Go seats and the Power Group 2 with the sliding doors and the power opening hatch, If you can't demonstrate that vehicle inside the lunchroom, how can I trust you with my livelihood to do it out in the parking lot when you're alone? I have to see you do it. And so we would practice, practice, practice, practice, practice so much, but he would develop us into the kind of people that could be great salespeople. And then when I had my roofing company, we brought that same character development into the business. We had Sergeant's Boot Camp where we cross-trained across different departments so sales reps could learn how production worked and learned how the installs went so salespeople could appreciate the trade. We believed in the product. We made them listen to audiobooks, podcasts, videos, and we made them read the 5 Levels of Leadership. If you don't know the 5 Levels of Leadership, the first level is position. You're just a sales manager. Just because you have the position, you are the leader, supposedly. The next level is permission. You have to find a way to get permission to lead people. And then it's performance. People themselves will say, I perform better because of their leadership. I performed better because of the leadership that I had. I performed better because of the leadership I had from Ryan McDonald. He got my permission and then he got my performance, and I knew I performed better because of his consistency, because of his character development. And then you move on to people development where you then start to develop others, develop others into leaders. And then you get into the pinnacle, and the pinnacle is when you develop leaders who develop other leaders. And you are at different levels with different people at different times. So when somebody gets hired on the first day, you might be a level 5 leader, but you haven't earned level 5 relationship with that first person. He made us learn this kind of stuff, and that's what allowed me to progress up through management. And then I was able to replicate the results. So how does this work in a roofing company? The client proof. 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. And I have— 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 1 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 1 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? But it's possible. So use this Monday, pick one book, pick one of the ones that I gave you, To Sell Is Human, or How to Not Suck at Sales by Jeffrey Gitomer. There's Sales Dogs. There's tons of great books on sales. I wouldn't necessarily even stick to roofing sales. Focus on the fundamentals of the character of a great salesperson and assign it to your sales team. Schedule 30 minutes of role-play practice every single week. That's just the start. Our clients do 2 hours. Tuesdays is objection training. Thursdays is presentation training. Like it's legit because character development isn't optional, it's infrastructure. Let's go on to the next C, close deals. You want to get a deal on the board by 11 o'clock every single day. As a sales manager, your job is to remind people that yes, people are buying a roof. So you have a morning meeting touching base with your sales team because when one deal closes in the morning, it creates a ripple that goes throughout the business that reminds your salespeople that, ah, people are still buying roofs today. And so I would ask my team, what is your plan? Do you have a plan or are you on the hope plan? You hoping somebody buys today? Because if they have a plan You write it down as a sales manager. Yes, you have your appointments in your CRM. You have that kind of stuff. But as a sales manager, my job is to get aboard on the deal by 11. I am looking at my appointments today and I want to have it written down somewhere close by. You can have it on your CRM. You can have it in your system. Yes, I could try and convince you to buy a HubSpot or something like that. But if you have nothing, if you have nothing, if you have no money because your sales are bad, this will work. Ask your salespeople, what is your plan today? What is your plan today? How do you plan to feed your family? How do you plan to get to accomplish your personal, professional, financial goals today? Or are you on the hope? Plan. They're on the whole— oh, you're on the whole plan. Okay, we need to get you a plan. So everybody who has a plan, you go, okay, you have appointments, you have appointments, you have appointments, you're here, here, here, here. Okay, you're going there. What's— okay, you, you don't have any appointments. What are you doing for follow-up today? KKK. You're writing this down and then you're on the whole plan today. So you're grabbing by the ear, you're coming in the office with me. We're gonna get you a plan. This is what we call the CSM audit view. It is your plan for the day. But if you don't have that, you don't have to get a CRM. You just have to meet your salespeople every day, have a piece of paper and a pen, go, what's your plan? I have a plan, and then you help them accomplish that plan because you want to be the hero of your sales department. You want to be the one that people say, I perform better. So if they don't have a plan or if they don't have an appointment, you want to sit down with a rep every single day and go through their bucket. The bucket, you want to go through the list of deals they have, whether it's a book, whether it's a spreadsheet, your CRM, or the CSM audit view that we build for customers. You want to go through their bucket and find the stuck deal. Overcome the objection, and the customer buys. That rep just made money because you helped them. They will forever see you as a supercharger to their personal income. This is what translates you from permission to lead them to performance. And if you're smart, you're getting them on the phone in front of you and you're coaching them while they're on the phone. This is super fun. Like, I used to have guys in my office and they would be on the phone with a customer and I'd be giving them a wet willy and trying to distract them because I want them to be hardened salespeople. I want them to have hard character for sales. So how did this work in a company? Well, Rhino Roofers, okay? They came to us, they were 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, AuditView, 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 he 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. So using this Monday, ask every rep, what's your plan to close a deal today? Write it down and follow up by, by 11. Try and get a deal on the board every day by 11. You won't do it every single day, but your mission should be to get it done every single day. And it should be a failed mission. You will learn more from failure. Failure is the most information-rich data stream that exists on the planet. So you want to fail because by failing you learn. So the next C, call recording. You can use AI augmented coaching from real calls. I want to talk about that. You can do that. You can use it from your phone call system. You can use the things like, like Sales Ask and Rilla and Zero in the building, but you want to be reviewing calls. You want to be reviewing calls. I'll give you an example of how this happened in my own business. I had a guy, he was calling roofers. He was cold calling roofers and he would say, hey, it's just Mike from RBP. And if you'll just gimme 30 seconds, it would just 30 seconds be Okay, I'll just tell you why I'm calling. And when I sat back and listened to him, we sat back to back physically, like he was in the room beside me, and I was like, you say just a lot. Stop saying just because it sounds weak. And so he changed his script and we practiced it, like literally, hey, it's Mike from RBP, if you'll just give me— nope, stop, start over again. Hey, it's Mike from RBP, and if you'll give me 30 seconds and I'll just— nope, stop, start again. Like literally like that for 3 hours until we beat the word just out of him. And then I actually put a tracker on the phone that tracked how many times the word just was said on these calls. And it turned into, hey, it's Mike. I know it's a Friday afternoon and no one likes a cold call, but if you gimme 30 seconds, I'll tell you why I'm calling. Does that sound unreasonable? And then we practice the gradually decreasing voice. And then we practice it like that. His results tripled. We fixed one word. So you can't review every call and you don't have to, but you can get a best call and a worst call. You can talk to your inside sales and say, hey, who was the best call today? Who was the worst call today? Listen to those. Why was that call the best call? Why was the worst call the worst call? Reward the good, fix the bad. You'll find your teams just within a week because that's usually what it is. It's not what you say, it's how you say it. So sometimes it's a word, sometimes it's the way they're saying a word and you have to practice, drill, rehearse that. That's why we have the character development. But you want to be reviewing calls. You wanna be reviewing what's happening in the real world and showing people, allowing them to hear themselves and fix it. But you have to review it. You can't just record it. You can't just buy the app. Buying Rilla does not make your sales get better. Buying Rilla and finding out what the best presentation and the worst presentation of the day, reviewing it and correcting the behavior. Reward the good and fix the bad. So if you want to do this Monday on your phone system, if you have a phone system that people are following up from, turn on call recording tomorrow, which would be Tuesday, say, I want to know what your best call and your worst call was, and you'll find your teams just within a week. All right, so let's get into the next one, communications. You want structured data-driven team communication, and that means you want to communicate the wins. You want to celebrate the deals that come through Every deal should be a celebration. My boss, Ryan, was uncomfortable in the way that he celebrated every deal. You'd sell a deal, just another run-of-the-mill deal. And this is when I was a sales rep. And he would be like, "Right on, man. Good job. Right? Yeah, yeah, yeah. You're doing it right. You got those guys." Like, he would be uncomfortable. Like, you had just done your job and you were happy to get the sale, but he would like amp you up and shake you. "Hey, man, you know what the best time to sell a car is?" "After I sold a car, Ryan." "Yeah, yeah, yeah. Come on, man." And he'd walk around the office, "Are we moving and shaking? Are we moving it?" Like, he would drive you crazy with his energy level, but you couldn't help but be better as a result. You couldn't help it. He'd come in and kick your chair and kick your desk and be excited when you got a win. And then when I became a sales manager, he made me do it. And I am not that guy. I am not that guy. But I had to learn how to be that guy. I had to develop the character to celebrate positive outcomes and put people on a pedestal. You had to say, "Hey, look at this guy. He's following the process. Look at this guy. Look at— hey man, he followed the process." You got the credit card. Look at Mike, look, and he did that. You wanna share the good Google reviews. You read the good Google reviews, you share the happy customer testimonials because guess what? Salespeople have to believe in what they sell. They should feel good about what they're selling. They should know that they're helping people because if you give them that information, they will be reminded as to why they should be selling and pushing and overcoming objections. So the data tells you where to focus and the communication tells the team why it matters. You need both. You need to capture the data and then communicate to your team why it matters. So I want you to use this Monday. Start with at least a weekly team call. Get everybody in the same room. Open with your wins, share the wins, and close with numbers. Share one Google review and celebrate one closed deal by name. Your team, I guarantee you, is starving for this. If you're a sales manager in the room, I don't know who's sales manager, who's a salesperson, who's a business owner in the room, but if you are in a position to lead salespeople, your team is starving starving for this kind of positive vibes in sales. They wake up and eat rejection for breakfast, lunch, and dinner. So communications and celebrating the wins is huge. Now for the inverse— cut, eliminating zombie deals and trimming the bottom 10%. Sometimes the best way to get addition is subtraction. And there's two parts to this. You have the zombie deals, okay? And 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 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. And to my benefit, or not to my, 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, 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 he needed to hire somebody else. But a lot of those deals were just zombie deals. You're holding on to the baby birds. And so we said, we got to cut the zombies. You got to adjust those close dates on yellow lights and you got to focus on your green lights. If you've got red lights, get them out of 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 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. Part 2 is cutting the bottom 10%, and the lesson here is sometimes you fire your best guy and you move forward. Sometimes you got to cut the bottom 10%. It's not just performance. You might have to cut the bottom 10% of culture. So fun story, but before I went to go work in the car industry, there was a guy named Dan Domenko. He was number one in Canada, But he lied to customers. He ran from them in the parking lot when they came back with issues. And he left CF Service to clean up his messes. He was bad culture. He would get in arguments with managers. He expected that if a manager had a friend coming in to buy a car, that he should get that deal because he was number one. But he was number one because he was getting all the house deals. We called those house deals. So he eventually was so toxic to his teammates that they fired him. They fired the best Dodge Chrysler Jeep sales rep in Canada. They fired him. I walked in the door in March, and 8 months later, I was number one. But I I had a book, proofbook, because I heard about this in one of those books I was reading. It was called the proofbook, and it was pictures of my customers. It was pictures of them with their cars. I was detailing their cars. I was getting them little presents for their kids. When they got a van, I was buckling a teddy bear in the back seat. I was doing everything I could to turn customers into ranting, raving fans, because that's what the book How to Not Suck at Sales by Jeffrey Gitomer told me to do. And that's what my boss told me to do, and my leader was making me better. So sometimes you fire your best guy and move forward. And I've seen this play out in roofing company after roofing company after roofing company. You want to trim the fat without trimming the muscle. So sometimes you have to cut the bottom 10%. You can't turn a salesperson who's a sales rep that's a 2 out of 10, you can't turn them into a 6. You can get a 6 to turn into an 8. You can get an 8 to turn into a 10, but you can't turn a 2 into a 6. So you should be regularly cutting, but I've seen companies survive for years off people who bitch, moan, complain. They're negative. They toxify the new people. One bad apple can ruin the whole bunch. So starting Monday, open your pipeline, sort by close date, everything older than 90 days with no activity, kill it. Your reps will thank you. You, and then take a hard look at how they got there and figure out where the 10% that you need to trim comes from. All right, next, C, competition. Healthy competition and recognition is huge. This is a lot of fun. So my personal story, we had the sticker board. All right, so in a car dealership you have this little sticker board, so it's got 31 boxes across the line, and every day you sold a car, every time you deliver, see, every time you sold one you could put a little X, and then every time it's sold you could color it in yellow. Some people put the X in. I didn't like to put the X in. I like to put— just color yellow when it got delivered because I didn't like to— it was a way to— for sales reps to pump themselves up. But you can do it however you like. You want to recognize the opportunity, and then you want to recognize when it closes. And the average rep would sell 10 to 17 deals. They made enough money. Like, if you think about it, we were getting paid $600 flats, and then you get a quarterly bonus if you sold, you know, 30 deals in a quarter, 40, 50, 60, 70, 80, 90. They didn't have one for 100. I got to 100, and I complained the first time because they had no milestone for 100. And I complained so much that I didn't get anything for going from 90 to 101, that the next quarter they made a goal for 100 and I got to 100. Because I was like, it's demotivating after 90. And they're like, Adam, no one's ever sold 100. And I was like, well, maybe because you don't have 100. And I argued with people until they made it. But I was selling 25+ cars a month. And one month I went off— well, the first time I went over 30 deals in a month, I started going down the 30 line and coloring everybody else's 31 box in. In. So then every— I was like, I sold your 31st and your 31st and your 31st and your 31st, because I was competitive. And then they said that that was toxic, so then they cut a piece of a board off and extended it off the side because they said that wasn't good for culture. So when I got into the roofing industry, my buddy was a shingler and I helped him start a roofing company. I had to find a way to make it fun. And so by then I had gotten pretty in love with the concept of sales and sales management and sales culture. And then I create— we created the Brass Balls Award. Sorry for the ladies in the room, I apologize. Imagine if you're in this industry, it's okay, but I will just give the obligatory response that yes, it's a little bit rude. But we had the Brass Balls Award, which was the highest per square average. So I took two big gold or two big iron fishing weights and sprayed them together. It's from the movie Glengarry Glen Ross. You see it's Alec Baldwin. He does this whole thing. But the whole idea is if whoever had the highest per square average, so they had the most dollars per square average for the month, they got the Brass Balls Award. And then whoever had the highest volume of deals, They got the Money Gun Award. And so we had a money gun, we spray painted it gold and it shoots money out of it. And then we also added the Most Nos Award. Who got the most nos? This is one that I've seen work really well in places like door knocking, because if you get more nos, you will learn. Failure is the most information-rich data stream on the earth. And so you get more nos, you will get more opportunities. You will be trying the most, you will get lots. And so it was a ton of fun to create these awards in the business. It's more of a recognition. Than money for salespeople. Because what I find is if you're on a 10/50/50 pay plan and the sales guys are making $3,000 on a $25,000 roof and they sell 6 or 7 deals by the 15th of the month, they're not even showing up to respond to leads for the second half of the month because they've made enough. So it's not about the money. It has to be enough, but it's not about the money when it comes to performance. Performers do it largely because they get recognition. There's accountability, recognition, and fun, and all 3 of those things are covered here. And when I've seen this put out into a business before, They had 37 months of consistent 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. So if you want to use this Monday, put it on a whiteboard in your office, get every rep to write their name and deals this month, update it daily and watch what happens. It might seem like it's something for children, but it works like something for champions. So this is your complete 7 C's system. Consistency. This is your write 'er downer, your take your picture of the day. Same rules, daily rituals, focusing on your pipeline. Character. You want to develop people into professionals, not just performers. You want passionate professional experts. Reports. You close deals as a leader in a sales department. Your job is not just to try and facilitate sales. You are trying to get a deal on the board by 11 every single day. You reminding the team that we're selling cars today or selling roofs today. Call recording. Yes, you can get AI coaching from Real Calls, but you are the measure of it. You are the one who's determining if the AI is working. So you can get these tools, but you want to review them. You want to have really good communications, data-driven with a win celebration rhythm. Them, and you got to know to cut. You're going to kill the zombie deals and trim the bottom 10%. Trim the muscle— or trim the fat, not the muscle. And competitions— you want to make winning visible. So what does this look like when it's working? Your reps will know their pipeline cold. They will know exactly what's in there because they're on it. You're on it. Discipline, discipline, consistency all the time. Your morning meetings produce a deal by 11 more times than they don't. Your call recordings are finding that just before it starts to cost you too much money. Your team is celebrating wins every week, and your pipeline is clean. Your culture is strong. And your top performers never want to leave. And it all works when you're not in the room if you're a business owner. So I just showed you this entire system, and you can leave right now and implement it on Monday. But if you're like most people, you might not do that because it's hard. It's hard to do things alone. So I want to show you what it might look like to do things together, because if this sounds like you, where you have— you struggle to get your reps to follow a consistent process and your pipeline is full of zombie deals and your close rate is just consistently stuck below 35% and you've never reviewed a call with your team and your morning meetings at best are just status updates and, and, and getting notes and, and to-dos done for your production manager, I want you to pay attention because this part is for you. We have a complete 7C Sales Management System that we've put together for you guys to do this with you. This is only for the people who wanna do it together. You can take everything you learn and go do it on Monday, but it's one complete operating model that we've put together for people. People. It starts with the Daily Discipline System where we will work with you and you will have the tools and the support to get this. This is something that just by me having the daily discipline, I became— I myself became the number one sales rep in Canada, but it lifted everybody else around me, made me $300,000 as a sales rep in 8 months and lifted everybody else around me. And I did this for years, and then it translated into me doing in my roofing company that I owned and as a sales manager in dealerships that I ran. And now I've helped others. To say that this would add $100,000 to your bottom line would be a very, very, very easy, simple ask, but it's around $3,500 for this Daily Discipline System. This is how you get a complete picture of where you are and where your money is hiding in your pipeline. System 2 is the Rep Development System, where we build the character. We help you develop professionals and not just performers, where we work with you or your sales leadership. This is the kind of thing that builds this forever into your business, that builds this kind of leadership culture and discipline. The consistency becomes character, and it's everything that I learned through years. This has made me hundreds of thousands of dollars. It's made me— made my customers millions, and we're actually at the line of crossing a billion dollars that our clients have earned through implementing these So to say it's worth $3,500 or $3,000 is nothing. This is adapted for roofing. It's written down. It's trained to your team by not only me, but by a guy who ran a $25 million roofing company in Florida. He started in sales, worked his way up to a sales manager, worked his way up to being the sales director, and then built another small company. And then he came to work here because he rolled out the POD system by himself in that Florida company. And so we are teaching this together because I couldn't possibly deliver the support that you should get with this. System 3 is the Deal Advancement System. How to close deals, how to get a deal on the board by 11 o'clock every day. This is how you move your deals through the pipeline instead of letting them sit. Now, this is mostly just about keeping track of things. So it could be the thing that causes you to not lose one deal a month because you get real-time visibility, every deal, every rep, every stage, no more forecasting by gut feel. So not losing one deal a month, even if you had one rep, it's worth $2,500. And then the Call Coaching System, how to actually review calls. We will review your calls with you and for you through this program over 7 weeks. We will review the calls with you. We will show you how to review calls. We will help you identify the weak points in your calls because we're going to help you implement the Best Call Worst Call system. If you just catch the worst call from yesterday and sell one more roof, it's going to be worth $3,000 to you just by catching one. And then the team communication system— how we communicate, how we handle cadence, how we get on winning board wards, how we get teams aligned so your team knows the score every day. If this just motivates one more rep to sell one more roof, a $25,000 roof at a 10% net profit, this just motivates one, it'll be worth $2,500. If you have more than one rep, it's worth $5,000. So I think it's a steal at $4,000. So you create this communication system in your business today. And no business survives without the performance standards. So we're going to coach you, your leadership, or you if you're just an owner-operator and you just have a couple of sales guys, or if you're an owner with a sales manager and you need a sales manager, just have that extra support. We're going to help give your sales manager a backbone to know when to kill the zombies and when to trim the bottom 10%, how to do it. We're going to provide you the support to do it. And we have the Performance Standards System backed up by leaderboards, scoreboards, performance tracking, so that, that bottom 10% conversation is built into your culture. It's not dependent on any one person, and you have the support. And finally, the Sales Momentum System. We are bringing you proven competitions, proven competitions that work. We have tested these competitions in my own roofing company. I've ran competitions in my own business, in my roofing companies, and everywhere else I've worked in sales. And we've helped customers implement this across the country to turn slow months into the busy months. And Justin Godwin and I are going to say, lead your team through the sales momentum through going through all these 7 C's live weekly with a ton of support. This is going to be 90 hours of direct facilitation of training with you and your team. The value for everything here is $26,000. Now here's the thing, that might seem like a big number, but think about the alternatives cost. If you want to hire a fractional chief revenue officer, it's $150,000 to $250,000 a year. If you want to get generic sales training, and I love these guys and you should invest in them, the guys who just focus on objections or the guys who just focus on performance, that's training sales reps to be salespeople. I want to train sales leaders to lead salespeople. People. Or you can do what I did and figure it out yourself over the course of 10 years. And I don't know what your time is worth, but it's probably worth more than $26,000. But if you do the math, if you're a $3 million company at a 30% close rate, you get to 50% close rate, you're $5 million. If you think it's impossible, I can show you companies who are doing it, and we're closing between 45% and 55% at a 42% to 45% gross profit, doing 10% to 12% to 18% net profits. Because it's not about creating rockstar sales reps, it's about creating rockstar leaders and rockstar systems and rockstar consistency. That's $2 million in additional revenue. 1% of that is $20,000. So wouldn't $2 million be worth more than at least $26,000? Because the results speak for itself. We talked about Valiant Roofing tripling year over year. We talked about Rhino Roofers. We talked about Capilli. We talked about Starway and that one inside sales rep going from 20 to 40 deals per month. Just one inside sales rep. What's an extra 20 deals a month for you? And one client that I can't mention on a, because we have, you know, an NDA with them, Adam, 37 months of consecutive growth. Clients speak, they move fast. But if I charge you something for the $26,000 for something you just saw, I don't know if it'll be worth it. So I thought, I'm not going to charge you $26,000. I thought $13,000 would be a more realistic number to charge you. But it's a Saturday afternoon, and I don't expect you to rip out a credit card for $13,000 because it's a Saturday and I got you excited. That would be manipulation. I want influence, not manipulation. I want to be working with the right people, people who are were committed to change. And so I thought I could maybe get the best person, the best companies to work with, if I made it more accessible by going to $6,500. Because at $6,500, anybody can afford this. 7 weeks of support, it's less than $1,000 a week. It's a lot more fair if you could price this for the gross profit of one roof. It's less than your monthly marketing spend. What if I could do it for $1,000? 7 weeks of support, 90 hours of committed support. How would I possibly that? Because the real answer is it's free. For one company, it is absolutely free. They'll get the full 7 weeks of support, hours and hours and hours of me and Justin spending time with you, complete training, complete support, listening to calls, doing objection training 1 hour a week, doing presentation training 1 hour a week, working with your sales manager with a 45-day follow-up with a few conditions. We must be able to share the results publicly because this is my proof, this is my case study. You will be my walking billboard, so you have You have to be committed. And for this customer, you have to be on HubSpot because we need to be able to use the best tool. You have to be on it or willing, but not everybody is on HubSpot. So I have something for everybody else. The Founder's Rate for people who are not on HubSpot, we will do this for $11,000 for 2 people. I want to be able to help people who are not on HubSpot, but it's gonna take more work because we have to learn your systems and we're probably gonna have to help you with your systems. We're probably gonna have to get you to get whoever maintains your system to get some things in place. Price. It's going to be harder for us to do stuff. We're going to have to provide you with additional support. So this is the Founder's Rate, but it has to come with an application, right? We have to— we have to go and meet with you to see that you would be a good fit, that you're coachable, that you're going to be committed to this. Because I've done this kind of stuff with people before and they don't commit, they don't follow through, they don't follow the process, they're not coachable, they're— they get emotionally frustrated, they're not— they're just not cut out for it. And finally, if anybody wants the full engagement, they can buy it for $22,000. Still has, still has to go through an interview process, but that'll be the price after we deal with the first 3. Justin and I can only handle 3. We can only handle 3 at a time. So for the next 7 weeks, we are gonna work with 3 people, and then we'll be coming back offering this with the results that you get. So you know that if you join us in the first 3, in the block of those first 3, 3, we will be working very, very hard to make sure that you are our walking billboard, which is 1% of what it'll make you if you pay the full $22,000. But we are working with you for the next 7 weeks to make sure that any roofer that hears about this 7 weeks from now would shake themselves silly for not buying it after they hear your story. So you have 3 choices. You can do nothing, stay where you are, wish you the best, start this Monday, figure it out yourself. I did it for 10 years, you can do it too. You, or you can let me install the same system that's running in our top clients right now. The decision is 100% yours, and to do it, you book your Good Fit interview. So we're going to select 1 person to get the free, 2 people to get the $11,000 deal. If you want to do it, then I need you to book your Good Fit interview. To do that is very simple. You're just going to book on this link. It's a $1,000 deposit because I want to weed out the people who aren't serious. It's going to be 6 months It's going to be a huge ordeal. It's $1,000. It's fully refundable. So if you go on that link, you can book an appointment to talk to us about it. It's a $1,000 deposit. It's 100% refundable if you choose to buy it. If you're, if you're one of the people that gets the free, then, and you're the right fit, then we will refund you the $1,000. If you're one of the people that's the right fit and you get it for the $11,000, we will credit it towards that. If you're not a good fit, you don't want to do it, you will learn something on the call. Call. But if it's not the right thing for you, that's fine. It's 100% refundable. But time is valuable, and I want every roofing company in America to have a sales system that actually works. Not because it's just good business— it is, it is good business for me to want everybody to have it— but because I've been the sales rep. I've been the sales rep wondering if today is the day that people stop buying. And I've been the owner watching his best people leave because there was no system to keep them. I have lived that experience, and it sucks. So it started with 6 letters on a piece of paper: C-U-D-A-L-D. It became a system that's transformed hundreds of companies. Your version can start Monday. Thank you very much for being here. If this is the part where you go and you go and you leave, then that's cool. I appreciate your time. If nothing else, I know your time is valuable. I hope you learned something that helps you.
