Supered⚡

Strategic Partnerships

We are Helping: 
- HubSpot Partners develop their IP
- Find sales teams Supered powers
- Drive HubSpot adoption

Founding Account Executive 

HubSpot

Working with our top partners to increase deal volume, velocity and close rates.

Strategic Channel Account Manager

Channel Account Manager

Route

Mid Market Account Executive

Divvy | Inc.

Divvy is a secure financial platform for businesses to manage payments and subscriptions, build strategic budgets, and eliminate expense reports. With Divvy, you can make informed cash flow decisions, curb losses before they happen, and never have to save a receipt again. 

Shoot me a message or a text @ 435.770.4829 if you want to be known as the hero that helped your company get rid of expense reports forever 😎

Senior Account Executive

Worked with small businesses to help them better manage expenses, curb overspending and eliminate expense reports.

Account Executive

Helped to find and develop new opportunities for the Account Executive teams.

Business Development Specialist

Lodgable

Helped to expand Lodgables reach through strategic partnerships, client acquisition and retention.

Business Development and Digital Marketing

Help rental property managers and owners increase occupancy rates, average nights per booking and even average nightly rate! 

To start making more money and spending less time give me a call or DM.

Account Development Manager

Hi there! Thanks for checking out my profile. Feel free to dm me product questions or for sales tips and tricks!

Blake Lytle ⚡️

Made it the @mjbizcon! Excited to meet some new faces and spread the good word of HubSpot, Supered⚡ and elefante RevOps 🐘

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Peter Caputa

CEO at Databox

I help the leaders of professional services firms leverage data to get the respect, power and money they deserve -- in that order. (Sorry Lil' Kim, you had it backwards.) 

I have been building systems that help professional services firms get to the next level for nearly 20 years now. As the founder and 9-year leader of the HubSpot Solutions partner program, I helped thousands of marketing agencies increase recurring revenue and margins by teaching them how to sell and deliver a measurable and compounding ROI -- helping many go from their dining room table to multi-million dollar exits. 

As CEO of Databox, my team & I have established a system (software, training, support) that actively helps 1200+ professional services firms use data to acquire, retain and expand their client engagements.

I believe in giving value first. 

So, if you're a leader at a professional services firm, you can start by 

1️⃣ Leveraging us to get the RESPECT you deserve by taking 5 minutes to contribute a quote for some of our upcoming research articles (https://databox.com/become-a-contributor) or inquire with my team about our other free co-marketing programs, 
2️⃣ Leveraging us to get the POWER you deserve by taking our free course on how to leverage benchmark data in your marketing, sales and client services processes, or
3️⃣ Leveraging us to get the MONEY you deserve by taking our free course on how to leverage data to predictably improve your (and your clients') performance. 

Both free courses are here --> https://academy.databox.com/

Of course, if you're ready to explore how we can help you the most, start a trial of our analytics software. More than 1200 professional services firms use us to efficiently monitor, manage, report, benchmark and forecast performance for their clients -->  https://databox.com/analytics-software/agencies

I also write and network a lot on Linkedin. While my inbox is usually overflowing, don't be afraid to ask me for help.

At Databox, I am currently 100% focused on helping marketing agencies automate their reporting. But, thousands of companies have figured out how to use our software on their own. They use it to set numeric marketing and sales goals, auto-track progress by pulling performance data from 100s of other software systems and visualizing it on any device.  The mobile app is slick and we even have a free version that allows you to track performance from up to 3 different apps. www.databox.com

Stay tuned...

I am wondering why the growth of my Linkedin followers has slowed down in the last 6 months. In the past few months, I averaged about 30 new followers per weekday, whereas I got around 40 on average in the first few months of the year. (I'll share my follower growth chart in a comment.) 

When I dug into why, I realized that I have had significantly fewer viral posts.  In the chart below, you can see the lack of spikes in impressions the last six months. (Each spike is a post.) In other words, fewer of my posts have gotten loads of impressions. 

I imagine this is impact from an algorithm change. But I generally avoid trying to figure out how to "work the algorithm."  In my experience, the topic of a post is the most important predictor of whether a post will take off. And taking a controversial stand on said topic is the key to it going viral. 

But, I'm reluctant to play that game if a) the topic isn't related to the work I and my team are doing and b) I don't have a perspective that is controversial. In other words, I'm not going to fake it just to get more followers. 

As I've shared before, my focus is just being consistent and spending time having conversations on this platform. Plus, focusing much more on the work that's being done off of Linkedin that impacts our business, and sharing that as we launch it, tweak it, get success with it. For example, I've written a lot about the 5-hour Predictable Scale course we've created, our new OKR and forecast modeling features, sharing customer stories, sharing projects we have internally, sharing content from research surveys we conduct, lessons from guests on our podcast, etc. I see Linkedin more like a diary that helps us stay in sync with our existing community, as much as I do a tool for growing reach.  

And when I look at the graph of comments, it hasn't changed much during that time frame. In other words, comment volume is steady. So, I think what I'm doing is fine. (I'll share this chart in a comment too.) I also have plenty of evidence (from self-reported attribution, plus feedback from customers and partners directly) that my posts get people to check out our software, try out our new features, partner with us, etc. 

But, not gonna lie, it is a bit disappointing to see this graph. And I am very interested in hearing ideas on how to get follower growth back. Should I change something? Maybe I should write more about AI? :-)

If there's one thing I've gotten better at as I've gotten older, it's avoiding inconsequential debates. 

It's not easy for me. I've always been one to argue. As a teenager, I remember arguing with my mom about whether eating fatty meats made people fatter. She seemed to be arguing that an ounce of fat in the food would result in an ounce of fat on the person. (I am not sure if she was actually saying that, but that's what I remember hearing.) I tried to explain that the body uses fat as energy. I vividly remember her getting visibly frustrated with me. 

Today, I think it's so easy to get sucked into inconsequential arguments. 

We see people arguing about inconsequential things all of the time on the internet. Some people seemingly spend their days seeking out arguments with people who have opposing views as them.

I'm not saying the views people have are invalid. But we all only have so much time and it's critical to focus on the most important things. 

This is especially true at work. 

Yesterday, a few members of the Databox management team were questioning whether or not a tweak to the promotional path for our sales team made sense. I had spent a bunch of time reviewing the plan and giving my blessing. So, when I saw the questions, I shut down the argument because the cost of the change will be inconsequential compared to the time we could spend discussing it. 

Since there's no way I can control everything that gets brought to me, there's no way I can avoid having inconsequential arguments completely. But, people who work with me are used to hearing, "This decision is inconsequential" or "X is the highest priority. This is what we should be discussing." 

I don't love shutting down debates as I don't want to discourage any discussion or dissent.

So, when I catch myself starting to say this a lot, it's a clue that there is probably bigger misalignment. 

That's when I know that we need to step away from the day-to-day or even our monthly execution rhythm and revisit our longer-term strategy and plans.  And I've found that the more time we spend on setting a solid strategy, doing annual and quarterly planning and reviewing results, the fewer times I have to say, "This debate is inconsequential." These processes help our team focus on what's important, or at least on what we decided is important. 

If you don't have processes for these, I just spent 9 months writing down a step-by-step one. It includes 35 exercises, where each one builds upon the last. 

If you find yourself having inconsequential debates at work, grab the workbook and run your team through the free course: https://lnkd.in/eScK5VX9

In the last week, I've spoken to two really smart consultants who needed a little help starting more strategic conversations with senior execs. 

They were doubting their ability to help their clients with long-term strategy setting, annual planning and establishing performance management processes. 

Both of them are taking my free, Predictable Scale course, which includes exactly how to do these things: https://lnkd.in/eScK5VX9

They had lots of doubts. They were doubting that their clients would be open to it. They were doubting their ability to sell it. They were doubting it was tangible enough. 

But their doubts are unfounded. 

They just need a way to start the conversation and a bit of a pep talk. 

One of them had already successfully applied the processes detailed in my course for one of her clients. She did an absolutely outstanding job, helping them narrow down their ideal client profile, conducting a SWOT (strengths, weaknesses, opportunities and threats) analysis, coming up with annual objectives, helping them set goals, etc, etc. And she did this in less than a week, all documented in one massive notion doc. Her client was so impressed, they asked her if she could talk to their team and other vendors about it to get everyone on the same page about their new strategy and plan. 

She showed me all of this and then she said, "Now, I'm going to launch a service to build dashboards for my clients." 

I was confused as all heck. 

I said, "Wait. What did you charge for all of this?" Her response, "Nothing." 

She did it all for free just so she could "maybe" sell them a more "tangible" service of setting up dashboards and establishing a reporting process. 

The other consultant I spoke to asked, "Do you think it's smarter to sell my clients on strategy first or should I just sell them on my business intelligence services?"   I explained why selling his clients a process that helps them set their strategy and build an annual plan will help him engage and maintain his relationship with senior executives, putting him in a better position to sell business intelligence services as well as the other services he has to offer. 

He was onboard, but he was unclear how to get the conversation started. He lacked confidence in his ability to have a conversation about the company's strategy. 

On these calls, I gave these super-smart people some encouragement and some coaching. 

But, it made me realize that this is probably an issue for most consultants and professional services firms: they're not confident selling strategy and planning as an engagement. 

So, tomorrow, I'll explain how to start a conversation with a prospect or client to identify and develop the need for these services. 

Every company needs this. Setting a differentiated strategy first is the key to making plans that stick and for getting max yield from execution. 

Follow me and click the bell on my profile if you don't want to miss it.

I cringe when salespeople use the term "trusted advisor." 

Salespeople and sales managers throw it around like they know when they've got it. 

But it's not something most salespeople ever even get closed to. 

Sure, plenty of salespeople are trustworthy. (Most aren't selfish crooks, like many say.) 

And sure, salespeople advise their prospects (and clients) on things in which they're knowledgeable. 

But, when you put these words together, it means something entirely different. 

“Trusted advisor” refers to a relationship in which a client, colleague, or stakeholder consistently turns to you not just for answers, but for judgment, guidance, and strategic thinking. It goes beyond being a service provider or subject-matter expert. You become someone whose perspective they rely on to make important decisions. 

I have a few people in my life that I call when I need some unbiased, seasoned advice who I consider "trusted advisors." 

There are about 50 people who ask me for advice more than once per year.

But if I were still a front-line salesperson, I'd strive to start 50 of these relationships per year. 

But it's not something I try to "accomplish" in my first call or even during my first sales pursuit with someone. 

Have you ever worked with a sales rep who "achieves" this kinda "trusted advisor" status during their first call?

No freaking way. 

That doesn't mean that salespeople shouldn't try to achieve it. 

But, most don't achieve it because to be considered a trusted advisor, salespeople need to embrace a few things that most don't: 

1. They need to ask questions that seek true understanding of a prospect's situation-- questions that most salespeople are afraid to ask. 
   
2. They need to ask questions that may not seem relevant to a sale, but will determine whether someone is likely to be successful with the salesperson's product or service. 
   
3. They have to anticipate potential issues and tell prospects why they may not be successful with their product/service or even with their project overall. 
   
4. They have to turn prospects away if they know they're not going to be successful. 
   
5. They have to stay in touch with clients, to ensure their successful, even if they have nothing new to sell them. 

If a salesperson does all of these things, they're showing that their prospect's best interests is more important to them than their own. If they do this, some of their prospects will start to think of them as trusted advisors. Approaching sales this way can help a sales rep establish a relationship where a client consistently turns to the salesperson for guidance for all kinds of important decisions. 

But I haven't seen many salespeople who have established themselves as a trusted advisor like this on a consistent basis.  Have you?

Why is it that in most SaaS companies, the hardest data to access is usually your own data?

For most SaaS firms, the ultimate source of truth is usually in databases like Oracle MySQL, PostgresSQL or MongoDB or data warehouses like Snowflake, Google BigQuery or Amazon Redshift. 

Getting access to data from SaaS tools like Salesforce, HubSpot, Ahrefs, Meta Ads, Stripe, Quickbooks, etc: not so hard. 

Getting data from your own database: requires a developor and an analyst?!?

Unless you’re technical (or willing to wait for someone else to help you), you’re not really able to pull the data, analyze it or report on it. 

As more and more SaaS companies started choosing Databox as their business intelligence, reporting and performance management tool, we realized we’re in a unique position to help solve this. 

So, last year, we made it a priority to launch integrations with the most common cloud databases and warehouses. With our simple-to-setup integrations, backend data from databases and data warehouses can flow directly into Databox without scripts, middleware, or guesswork.

Once a database (or warehouse) is connected, it’s also easy to merge and filter data, then create and calculate metrics. Once metrics are created, they can be visualized in dashboards, added to reports, used to track performance to goal, used in forecast models or tracked as a key result in our new Objectives and Key results (OKR) feature. 

By launching these integrations, we've made it easier for SaaS teams to access numbers from their databases (or their data warehouse), for things like:  
→ Product usage 
→ Operational trends 
→ Financial performance

Because metrics, dashboards, reports and goals can be setup without any knowledge of SQL, business users can use it without the need for a developer or an analyst, which speeds up time to insight. 

If you’re already using Databox, all of the connections below are available now. 

Just login to Data Manager (https://lnkd.in/eKrV4b5z) and hit “New Data Source.”

Don't see yours on the list? Leave a comment.

taplio

The Battle

Blake Lytle ⚡️

Peter Caputa

Followers

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Performance ScoreBlake Lytle ⚡️'s LinkedIn Performance

Performance ScorePeter Caputa's LinkedIn Performance

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taplio

The Battle

Blake Lytle ⚡️

Peter Caputa

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Blake Lytle ⚡️'s LinkedIn Performance

Performance ScorePeter Caputa's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreBlake Lytle ⚡️'s LinkedIn Performance