Manuel Hartmann

Founder & CEO@SalesPlaybook | Build & scale B2B sales without trial & error

Transforming B2B SaaS Sales in the DACH Region

With over 5 years of experience, I built SalesPlaybook from CHF0 to 30k MRR in under 18 months and scaled it to a 7-figure annual revenue with fewer than 6 FTEs. I’ve supported 300+ B2B SaaS and Professional Service Entrepreneurs to:
- Achieve EUR 0-10 Mio. ARR in under 3 years profitably
- Accelerate ARR growth by over 5x from 0-1 Mio. in less than 18 months
- Close 10-50x larger deals through Message-Market-Fit & Value Selling
- Implement & optimize HubSpot Sales Hub & Outbound Sales from scratch

Career Highlights:
- 2009: Launched sales career with 3-figure NPO donations
- 2012: Reached 6-figure sales with sportscars@Tesla
- 2014-2016: Led 7-figure CRM transformations@Accenture
- 2017-2019: Managed 5-figure AI SaaS@Onedot
- Present: Driving 5-figure deals@SalesPlaybook

What I Offer:
- Pipeline Generation: Developing and executing strategies to build robust sales pipelines.
- Sales Enablement: Equipping sales teams with the tools and training needed for success.
- HubSpot Services: Comprehensive implementation and optimization of HubSpot CRM

Personal Interests: 
- I’m an avid UFC fan, active (kick)boxer, snowboarder, and musician (piano + e-guitar). 
- I enjoy taking on challenges like writing a book in under 30 days or completing 1,000 push-ups

Education: Master’s Degree in Business Innovation from HSG with MBA Exchange in Canada

Let’s connect if: 
- You're a B2B entrepreneur looking to scale sales quickly, efficiently & without 6-figure mistakes
- You identify as a Top 1% talent on hunger & drive, urgent curiosity, intelligence & integrity

Founder & CEO

Join 220+ customers to build & scale sales with the #1 B2B SaaS Startup Sales Journey Partner in DACH.

All the expert sales help you need to fast forward your B2B SaaS Startup.

👉 Book a 1:1 Sales Assessment Call: https://thesalesplaybook.com/bookacall
👉 Get proven hands-on sales resources: https://thesalesplaybook.com/resources
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Track Record:
❖ 0-2M booked ARR in <15 months by finding message-market-fit in <9 months (boostbar)
❖ 0-7 figure ARR in <12 months by hitting message-market fit, setting up outbound sales engine & more (Kyan Health)
❖ 0-7 figure ARR in <18 months by hitting message-market-fit, building outbound sales & training first sales hires (Archlet)
❖ >10 projects to 50+ subscriptions to exit after building outbound sales from 0 (Airica)
❖ 0-2M+ ARR in <18 months by building a sales team from scratch (rready)
❖ 5x MRR by building scalable sales & hiring first sales rep (Turbit)
❖ Ramp 5 SDRs to quota in less than 3 months (Beekeeper)
❖ 4x annual revenue after closing 700k deal with Fortune 500 company by leveraging value-selling (novoMOF)
❖ 2x MRR in 6 months by niching down on Ideal Customer Profile (Houston & Ko)
❖ 370k+ deal closed through hands-on support, approaching 7-figure revenue (56k.Cloud)
❖ 2x ARR in 9 months by 10x'ing ACV by 10x, winning 100K+ deals & hitting 90% reply rates (Classtime)
❖ 2x MRR in 3 months, from 5-10k deals to EUR 150k contract, hitting 30% booking rates (wowflow)
❖ 2x MRR in 6 months from group coaching sessions & more (Houston & Ko)
❖ 250k ARR deal closed by changing their positioning & negotiation approach (Linimex)
❖ <5% to 80% opening and 30%+ reply rates on scalable outbound sales (TRESIO)
❖ 2x MRR in 6 months by niching down on Ideal Customer Profile (Houston & Ko)

What happened when the Founder CEO of a 7-figure agency (me) has been on paternity leave for 10 weeks straight...

First, finishing Q4 >10% ABOVE ambitious booking targets.
With me gone for all of November + December 2025.
Yes, I wrote a 10 page Sales Enablement GDoc.
No, it was not what helped most to succeed.
What really helped was qualified pipeline.
And indeed a rockstar team of "Drivers".

Second, "Drivers Only" is 1 of our 3 Core Values.
It includes to take charge, to lead, to take action.
Every single team member did that, proactively, WITHOUT ME.
Or my huge ego aside, probably a lot more than with me working.

Third, it proved that SalesPlaybook is resilient and operating well.
"If the company needs you all the time, it is not worth much".
(Most agencies work only if the founder works.)
Wise words from our board a while ago.
Glad we're directionally correct here.

Fourth, it seems it gave both the team and me perspective.
That "Manu & Manual processes" do not matter THAT much."
That the team is allowed, able & willing to take decisions alone.
That I contribute positive impact, but it is not critical for survival.

Thank you Florian Lussi Miltos S. Erik Steffen Eric Mattner Erik Plischke Luke Schneider Diego Sosa Fabian Geissler Matteo Treichl Christoph Karger Alen Cerovina Constantin-Alexandre Papadopoulos Jan Fischer for making the above happen + also Jeremias Meier Patrick Trümpi Lars Mangelsdorf Julius Göllner Timo Mueller for your support.

Now truly looking forward to scale sales quickly again here.
I've never been more confident in SalesPlaybook success.
Still Day 1.

Helping DACH B2B software firms to scale sales quickly, efficiently & without 6-figure mistakes with done-for-you pipeline generation, fractional sales & HubSpot services.

After 3 years on Salesforce, this B2B software firm completely moved to HubSpot for Marketing, Sales & Customer Success in <3 months.

Like most companies, they were hesitant at first.

Because CRM migrations are notorious for:
- Misaligned processes with low adoption
- Broken data and data quality issues
- Low adoption and frustrated teams

Here’s what the client appreciated with SalesPlaybook
- A structured, hands-on migration approach from start to finish
- Clear mapping and adaptation of Salesforce processes into HubSpot
- Deep HubSpot, Software & GTM expertise, not generic CRM consulting

CRM migrations do not work with "good morning, go-live & goodbye."
They require onboarding, training, and continuous optimization.
So revenue teams do not get a new CRM.
They get to buy back their time.
And scale sales quickly.

One line from the client that stuck with me from this 5-Star Review:

“We switched to HubSpot and are not looking back.”

I have never seen a CxO say "I miss Salesforce...".

👉 “Considering a Salesforce → HubSpot switch this year?”

No alternative text description for this image

How to grow impressions by +8‘000% & members reached by +15‘000%:


Post 0 for 10 weeks while on paternity leave. 

Then post reasonably valuable content. 

Sounds feasible for most CxOs here. 

Just not happening a lot.

Due to capacity or fear. 

👉 Share below?

Vertrauen im Vertrieb ist die neue Währung. Nicht Technologie. Nicht Budget.
Wer in B2B "kaufen lassen" will in 2026, muss eines verstehen:
Ohne Vertrauen kein Meeting. Ohne Meeting kein Umsatz.
Das gilt in DACH noch 10x mehr als in den USA.
Hier ein paar unbequeme Wahrheiten:

1. Kunden, die Dich nicht kennen, kaufen nicht.
- Vertrauen ist die Eintrittskarte in den Entscheidungsprozess.
- >70% der B2B Software-Deals scheitern nicht an der API-Doku.
- Sondern am als zu hoch empfundenen Risiko des Buying Centers.

„𝘞𝘦𝘯𝘯 𝘪𝘤𝘩 𝘥𝘢𝘴 𝘬𝘢𝘶𝘧𝘦 𝘶𝘯𝘥 𝘦𝘴 𝘨𝘦𝘩𝘵 𝘴𝘤𝘩𝘪𝘦𝘧  𝘩𝘢𝘣𝘦 𝘪𝘤𝘩 𝘬𝘦𝘪𝘯𝘦𝘯 𝘑𝘰𝘣 𝘮𝘦𝘩𝘳.“ 
Das ist die stille Angst auf der anderen Seite.
Nicht, ob Du jetzt CHF 30 oder 50k willst.

2. Vertrauen ≠ Reichweite.
- Niemand kauft, weil Du "laut, VC-backed & 10x" bist.
- Kunden kaufen, weil Du ihr Problem besser löst als sie selbst.
- Dafür brauchst Du Relevanz und Tiefe, nicht Likes & Clickbait.

3. Vertrauen muss skalierbar werden.
- Heute: LinkedIn Content, Case Studies, E-Books.
- Früher: Persönliche Beziehungen, Netzwerke, Messen.
- Auch Heute: Software + AI, um früher zeitlich möglich zu machen

Wenn Du Aufbau & Skalierung von Vertrauen heute nicht systematisiert?

Kannst Du morgen im 2026 Sales nicht skalieren ("ohne sauteure Leute").

Most "AI GTM B2B SaaS" in 2026 is too much, too confusing.
Ocean.io is one of the few that consistently just f***ing works.

I've been 10+ years in the GTM Tooling space (Salesforce in 2012...).
But I struggle to understand what "the market leaders" do.
Salesforce, Apollo, Gong, ZoomInfo, 6Sense etc?
Those stopped working for <500 FTE firms.

Here’s why I love "niche" solutions like Ocean.io :

It does ONE job really, really well:

“Show me companies that look like my best customer.”

That’s it. Not 14 features, 9 use cases and 3 clouds.

If let's say Personio is your #1 customer. 
Just type in Personio. Get 14,000 lookalikes.
Filter for DACH + 50–200 FTEs. Get 60 real prospects.

That’s who you should call in January 2026.
Not some inflated number from an SDR scraping LinkedIn.

We do not need more "GTM Tech."

We need a few tools that help us execute.

Daniel Ryan 🐨 is also one of the friendliest humans I know.
So just chat him up if it seems useful?

("Disclaimer": Yes, we use ocean.io with almost all our clients.)

Switzerland "Scaled paternity leave 5x" in 2021.
From 2 to 10 days for dads welcoming a new family member... 😐️ 
Don't know how this is supposed to welcome a new family member. 

For context, I took 10 weeks off from late October 2025 to early January 2026.
(That is still <50% of what my wife has been taking off for both our sons!)

As a Founder CEO of a 7-figure agency, I "get" some of the concerns.

1/ "But the company needs me to run the firm."
SalesPlaybook is still at <20 FTEs, so yes, a challenge for small firm.
But even more motivation to "raise" your team to function without you?
And for the 2025-minded ones - is this not the same for women as well?

2/ "The dad can anyways contribute 0 to the family in the first months."
I completely disagree here - even if it is "unpleasant & inconvenient".
Yes, I don't give milk (Matteo argues my boobs are too small.)
Yes, I can even give milk via a bottle, and carry Alessio.
But most of all, I can help my spouse to recover well.

3/ "Clients want to see the Founder CEO all the time".
Honestly, not at all in my experience - with a great team.
"How can I get less Manu & more Luke", one client asked me.
"Just sign this 6-figure quote here & you're great to go."
The client DID sign the 6-figure deal on the spot.
Still want to have lunch with him.
Because I want, not need to.

4/ "But it has always been that way - women nurture, men work".
Now you lost me, like completely. Common, it is 2026 now. 
Even if Switzerland only approved women to vote in 1971.
Besides losing out on 50% of the potential workforce.
Every human deserves to fulfill their work potential.
If the person wants & commits to it indeed.

Now if you are an (aspiring) young dad reading this:
- I do not judge you if you work 7 days a week, 8am-10pm
- I do not judge you if you do not work at all and stay home
- Just please don't claim "I'd love to, but.......<excuses 1-4>?

Zylon had 39k+ GitHub stars in <2 years with PrivateGPT.
Backed by top-tier VCs, but without a revenue engine.
Here's step-by-step how they fixed it to 5x revenue.

1. Built their first enterprise sales motion
- ICP: NOT (anymore) "everybody that cannot use ChatGPT"
- 3-5 Specific niches: Credit unions, local banks, academia
- Clear buyer journey stages, fast follow-ups, playbooks
- Hands-on sales call reviews & coachings from experts

2. Converted traction into pipeline
- Increased sales velocity with improving message-market-fit
- From “GitHub stars” to "great enterprise contracts"
- Matured early inbound into recurring customers

3. Professionalized LinkedIn Brand Building
- Go from posting 2x/month to 2x/week
- Founder-first Point of Views from real experience
- Viral hits with > 1 Mio. impressions & 1'000+ engagements

4. Prepared & hired their first GTM professional
- Invested a lot into "Right Person, Right Seat, Right Enablement"
- Found & hired a top sales rep that "did it before" in their field
- Helped founders be ready to delegate without losing control

Look, there is no "Silver Bullet" to scale sales quickly in 2026.
But there is a right sequence of doing the right things right.
But here from Iván himself sharing his thoughts?
https://lnkd.in/ep6k9r3b

Sales & Marketing Executive

First things first: All joy in the world comes from wanting others to be happy; all suffering in the world comes from wanting oneself to be happy.

Secondly: I am a CRO who still picks up the phone and cold calls - even with > 25 team members. Because it is fun and rewarding. 

In the first 10 years of my BtoB Sales career, I helped several startups in Europe to grow from < 500k ARR to > 10 Mio. ARR within < 5 years as AE, VP of Sales, CSO and CRO, with one Exit so far. More to come.

I went from full-cycle AE to CSO within 6 years - without having a clue about sales the first 2 years.

When I started in BtoB back in 2014, I really sucked at it. I did not reach my targets - not even close.

What did I do wrongly?

👉🏻 ...travelled 8 hours to a 1-hour meeting without prior discovery
👉🏻 ...never picked up the phone. Did everything via Email
👉🏻 ...asked on average 2 questions per meeting
👉🏻 ...did not know any Sales methodologies
👉🏻 ...had no clue how the sales process looked like
👉🏻 ...never booked a follow-up meeting right away
👉🏻 ...thousand of other mistakes 

I was lucky my company brought in two trainers, Max and Mike who helped me tremendously. I was able to completely change the way I sold - but not without heavily resisting that change at first.

I did not believe in discovery calls or asking too many questions - and had done sales too long without.

But I managed to change. And it was the best transformation I could have wished for.

In year no. 3, I reached 158% of my sales target (1.58 Mio. ARR) with a 2-month holiday during summer.

Since then, I have learned a lot more and realized that learning is the most important activity in our profession.

Patrick Trümpi

Hiring a job hopper can have a big advantage. 

Because I strongly believe:

If I had not worked for four different companies, I would not be half as good as I am now. 

Let's say someone started as an SDR. 

They cold call, they follow a script, and eventually, they nail it (or not).

Let's say the company is not doing well, so there is no promotion after 1.5 years.

They move on.

New company, same role. 

Sounds easy from the surface.

Just reuse the already learned script.

Except… it doesn’t work as well as before.

And suddenly, they’re forced to think deeper:

Why did that old script work? 
Was it the problem statement? The phrasing? The timing?

This is when they level up.

They stop being a “script user” and start becoming a “script designer”

At least mentally.

They learn how to translate a message from one company to another.

They also learn new things in their new environment they can think about and adapt.
 
How positioning, tone, and value props need to be changed to the new audience.

And also what does NOT need to be changed. 

They learn which sales approaches work almost everywhere. Are repeated by different teams. 

They can learn from the best in different companies, which is huge.

If that happens 3-4 times in an early career, it can definitely be worth a lot.

People start to think one level higher.

That is the underrated edge of job hoppers.

They have seen multiple environments, products, and buyer types.

They don’t just execute. They understand. At least better than before.

They learned not only how to sell, but how sales works.

Sales reps: 

When you talk to your manager, make sure NOT to say one of these three sentences.

1️⃣ "The prospect is really interested"

What your manager understands: 

You didn't discuss the impact or delve into a challenge in a way that truly demonstrates your understanding of the case. You have to imply interest from the way the prospect talked. With happy ears, prospects always sound interested. 

👉🏻 Don't use the word "interested". Say whether there is a good use case with a significant impact, or a business initiative you can support. 

2️⃣ "The prospect does not answer my follow-up emails"

What your manager understands:

You did not book the next meeting in the last call, and now you have to run after the prospect with follow-up emails.

👉🏻 Follow-ups are for low-performing sales reps. Book that damn meeting right in the call. Don't leave without a calendar invitation. Ever.

3️⃣ "The prospect was talking a lot. I got so much information"

What the manager understands: 

That is going to be a lousy champion. You probably have to look for a better champion. 

👉🏻 People who talk a lot rarely are doers, and also within their own company, likely not perceived as such. Don't spend too much time with them because you won't get anything done. Ask for other people who want to be involved in the case you are discussing. That will also be a good test of whether they actually help you.

I help SaaS sales leaders coach their teams on autopilot.

The "I am not interested" objection is probably one of the hardest to takle. 

When I asked our AI Sales Tutor, I got the following answer: 

The "not interested" objection is a classic in cold calls, and how you respond depends on when it comes up.

**1. If it comes right after you ask for 30 seconds (very early in the call):**

You need to respond quickly, honestly, and with a touch of self-awareness. 

Try this (speaking at a fast pace):

"That’s okay. Before you hang up, I know it’s not your job to help salespeople. Is it that you’re happy with what you have, that you’ve got more important things on your plate, or you just hate getting cold calls as much as I hate making them?”

This approach is light, non-confrontational, and has the highest chance of continuing the conversation, even if the overall success rate for such early objections is generally low.

**2. If it comes during the cold call, after you've delivered your challenge-focused pitch:**

If you've already explained a relevant challenge, and they still say "I'm not interested," you can mirror their statement with a downward, curious tone:

"Not interested?"

This will often prompt them to give you more information or context, allowing you to understand the real reason for their disinterest and potentially address it.

**Important Note:** 

If you're hearing "not interested" frequently after your pitch, it's a strong indicator that your pitch itself needs improvement. 

A product-focused pitch often triggers disinterest, while a well-crafted, challenge-focused pitch tends to spark recognition and engagement.

Would you like to refine your challenge-focused pitch, or discuss other common cold call objections?

--

I think that answer is more balanced than most sales coaches would give. 

What do you think?

How to detect a sales leader who has only surface knowledge?

They tell their reps to use open vs. close ended questions. 

Because that is one of the first tactics trained in many sales trainings.

One of my reps had a fun encounter with a sales leader on a cold call the other day.

Sales Leader (at the end of the call): "You should have asked an open question like "what are your challenges" at the beginning.

My rep: "Ok, so what are your challenges?"

Sales Leader: "I cannot tell you yet. I started a few months ago"

My rep: "If I asked you an open question like that, the problem often is that people tell me about challenges I cannot solve. That is a waste of time for both of us"

And he is right.

There is no point hearing from a sales leader that they struggle hiring sales reps when your tool solves forecasting.

But it does not stop there. 

Let's assume we ask a bit more specific: 

"When it comes to forecasting, what are some issues you currently encounter?"

Problem with that? 

👉🏻 You have not earned the trust to ask such a question yet. 
👉🏻 They still have to think quite a lot (cognitive load too high) and likely come up with "all good there at the moment"

How do you solve that?

By asking a close question:

"When I talk to sales leaders, they often have two main challenges when it comes to forecasting: Reps put deals on commit that lack critical qualification such as understanding the decision and paper process or they do not even have a mutual action plan in place and secondly that sales leaders often just spend time reminding the reps of these basics. Are you familiar with any of these two?"

You show that understand their challenge better than they do.

That builds trust. 

And you take their cognitive load by giving them options. 

So much better. 

And by the way: 

Many sales leaders now say the client only says "no" or "yes".

Based on my experience, that is definitely not the case. They almost always give more context. 

But in case they only say "no", ask this: 

"Does that mean that your reps almost always hit 100% of their forecast?"

And in case they said "yes", ask this:

"Can you elaborate?"

Next time your sales leader tells you to use open ended questions, ask them: 

When is the best time to ask open questions?

Their answer should not be "always"

It is way more nuanced.

New Year. Welcome back everyone! 

I see a lot of posts about setting goals. I am not a huge fan. 

I once put this massive goal in front of me: 

Want to be retired by the age of 40. 

Nowadays it bothers me more than it helps to think about that.

Goals often are too far away and have no impact on the now.

But: There is one huge benefit of goal setting: 

Increase self-awareness. 

If you already put some goals down, here is what I would do: 

Let’s assume you said you "want to earn $100’000 in 2026" 

(money goals are probably the worst).

Then ask yourself: 

Why do you want that? 

The answer you come up: 

I want to buy a 20k watch. 

Ok, good so far. 

Now, ask yourself again, why you want that watch? 

And here, it becomes increasingly difficult because you have to be honest with yourself. 

Try not to judge yourself for whatever answer you come up. 

Possible options: 

"I really love that one watch." 
"My friends have all such watches." 
etc. 

Ok, well done.

But you are not done yet. 

It becomes much harder now. 

You have to further increase the level of honestly with yourself. 

Why do you actually love watches? 

Think about it. 

You will get deep down to your motivations.

You can find out if buying a watch will actually make you any happier. 

And it might, but very rarely.

If you do it for your friends, for being accepted or for some other fragile reason, as soon as you have that watch, you will want something more. Or your friends get an upgrade and you feel worthless again. 

Do that exercise to actually learn about yourself from the goals you set.

Here is what I like much more than setting some yearly goals:

Build a system (yes, got it from the book Atomic habits). 

A system basically consists of really really small daily habits. 

(which technically you can call goals as well). 

My current ones are: 

👉🏻 Write journal (this post comes from my journal and own thoughts)
👉🏻 Write one LinkedIn post. 
👉🏻 Run for 30 min. 
👉🏻 Read 30 min. 
👉🏻 Talk 30 min to ChatGPT (from which I will produce more content). 
👉🏻 Max 30 min of LinkedIn and Substack a day (my only social media). 

The rest of my time is dedicated to my family and work.

I once wrote a full list of things a perfect day would contain. 

I pick some of those that fit my current life style and try to follow. 

I do not manage to get everything done every day. 

And that is fine too. 

But this system will make me much happier than a goal I set in the distant past.

Last year, a very seasoned CEO of an 8 figure ARR business reached out to me and asked: 

Can you help me hire an Account Manager? 

So we put together an Ideal Rep profile and a job description. 

We defined the hiring process and put together a case study. 

Then we posted it on LinkedIn with two posts. 

We head a steady supply of candidates. 

The CEO did the first interview. 

I participated in the assessment, the seond one, in order to test for the sales skills we needed. 

After a few weeks, we had two good candidates and made a decision. 

And after a few months, the new AM already signed >400k in new revenue. 

--

Many founders and sales leaders who have little hiring experience find themselves hiring for high-stakes sales jobs. 

They have hardly an idea what questions to ask, but even less so what kind of answers to expect. 

What are "good" answers and what are answers that show something you do not want in the company?

This is really really hard to evaluate if you have not hired a decent number of reps. 

Therefore my tip: 

Involve a sales expert in at least one of the calls, ideally the assessment. 

It will save you TONS of money and frustration. 

And in case you start from scratch, you can find my hiring process and all necessary information with the Notion link in the comments. 

Good luck!

A few weeks ago, my product team approached me with a very difficult question: 

"How many of our most advanced deals use Salesforce, Hubspot and all those other tools you keep mentioning?"

They had to decide, based on data, which integrations to prioritise.

If I had been asked that question a few months ago, I would have shivered.

Because I had a "Tools in use" field in Hubspot, but relied on sales reps to fill that in. 

And that never works. 

Reps (including me) just never do it. 

Additionally, a field that allows reps to pick those technologies from a list is also usually a very bad option. Because there are an almost infinite number of tools and you can hardly keep an up to date "pick from list" field. 

I am sure you know that pain. 

So what did I do?

I introduced Kickscale as our recording tool. 

Made sure Kickscale automatically fills the tools the clients mention into a "multi-text" field (see below 👇🏻 - Kickscale makes that SO easy)

Then, I simply asked Hubspot's AI Assistant (Breeze) to give me an overview of all the tools in deals that are beyond the "Power Agreement" sales stage. 

And I got the result you see in the picture below 👇🏻

A perfect overview of which tools are in use with how many of our advanced deals, including all the deal names.

Just sent that screenshot to our product team. 

It has never been easier to give reliable data to other teams. 

We also automatically fill several other fields: 

👉🏻 Detailed deal source (the one in the example was a referral from Julius Dany from REP - Revenue Excellence Partners. Thanks JD!)

👉🏻 Pain

👉🏻 Use Case/ Pain Priority

👉🏻 Impact of not solving the Problem

Reps don't have to do anything. 

All on autopilot.

This is what AI is really good for.

One other spot you should NOT use genuine open questions:

At the beginning of an eMail. 

It literally screams: 

I would like to have some information from you. 

That is the OPPOSITE of the famous reciprocity principle in psychology. 

The principle says: 

Give first, then ask. 

So basically: Don't do it the other way around, especially in cold outreach. 

You have literally zero trust of the person you write an email to.

Do you really think they are going to answer an open question?

Psychology says: Likely not. 

Except if you posted value on LinkedIn before.

Or liked and commented some of the receivers posts. 

But not otherwise. 

Even the data shows you should only ask one question. 

And that is the CTA:

"Interested?"

"Want to learn more?"

Does that sound interesting?"

That is it. 

I also posted another Substack article on this:

https://lnkd.in/ep2N7zQv


PS: Sorry, I accidently posted the an article on substack this week I already posted in the past. Was not my intention. Sorry especially to those who pay for my content - and thanks so much for the support!

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