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Founder

nocnoc

Head of the US Sales Team, accountable for bringing new US partners to the nocnoc platform. Direct report to the company's owner. Responsibilities include:
• Design and execute strategies for acquiring new clients
• Forecast planning
• Manage the sales team (onsite & remote)
• Visit clients in the US
• Organize/participate of events (conferences, webinars, etc.)
• Everything related to Business Development (Hunting, cold-emails, exploratory calls, demos, closing, account management)

Head of Sales, US

VAIRIX Software Development

Vairix is a Nearshore Software Development Boutique helping US companies scale & keep up with feature demands through a team of expert web/app developers ✅

See what our clients are saying about us 👇

Strategic Accounts

eidos.ai

Commercial Consultant

Interamericana de Cómputos S.A.

Responsible for the company's biggest Private Accounts. Also collaborate with Government Accounts (ANTEL, BROU, DGI, AGESIC, ANCAP, etc.). Responsibilities include:
• Being the single point of contact between these clients and the company.
• Selling complex technological solutions (HW, SW, &amp; Consulting Services).
• Representing and promoting international brands: Atlassian, IBM, Lenovo, BMC, HPE.
• Constant nurturing of relationships through strategic planning and execution.
• Preparing and leading large Government tenders.

Account Manager

Conexio Group

Head Of Business Development and Marketing

I help run the commercial and business development efforts at Conexio, directly reporting to the CEO. In addition, I am responsible for all Marketing efforts of the organization.

Responsibilities:

･Account Management (US).
･Align Marketing efforts with Conexio's Commercial strategy.
･Develop brand awareness in the US and LATAM.
･Generate leads for Conexio's  Adobe Experience Manager, Adobe Marketing Cloud, and Sitecore practices.

Business Development Manager

Universidad de Montevideo

‘Marketing 2’ course Assistant:

･ In charge of coordinating and implementing the course program; 
･ Evaluate students; 
･ Substitute the Professor every time he left the country

Class Assistant for the Marketing Course

Pernod Ricard Uruguay

Marketing & Trade Marketing Administration:

･ Manage supplier’s database; 
･ Constant interaction with clients; 
･ Hinge between the Finance and Marketing areas; 
･ Coordination of merchandising throughout Montevideo and the countryside

Marketing & Trade Marketing Administration

SANTANDER PRIVATE BANKING

Customer Support:

･ Open new accounts.
･ Purchase and sell of money.
･ Manage visits to the Bank’s Safe Deposit Box.
･ Update client’s database.

Customer Service

Flyboard Uruguay

Marketing Management:

･ Creation and management of Web Site.
･ Marketing of social networks.

Marketing Manager

My father's decision to teach at an international high school in Uruguay changed my life. 

It introduced me to the American culture and educational system 🇺🇸 and sparked my curiosity about different cultures and ways of life.

Today, as a leader at nocnoc, I split my time between the US 🇺🇸 and Uruguay 🇺🇾

I help global Sellers effortlessly expand in Latam's top 15 e-commerce marketplaces such as MercadoLibre, Magalu, & and Amazon Mx/Br. This allows them to go global while staying local.

nocnoc handles:

➡️ International shipments
➡ Duties/customs/taxes
➡️ Country regulations
➡️ Last-mile deliveries
➡️ Local customer support
➡️ Dealing with marketplaces' complexities


My unique journey has given me a global perspective that is an asset in the eCommerce industry. I look forward to connecting with like-minded individuals who value an international perspective 🤝


And yes, I teach Karate to 4-year-olds :) That's what my father taught at the school 🥋

Juan D. Martinez

CEO @ Alpha Presales | Teaching smart people to talk less and sell more. The smarter your sales engineers are, the more they need this.

I run Alpha GTM. We help B2B tech companies sell more by training their sales reps and sales engineers to lead prospects instead of following them. 

We do virtual training, in-person workshops, and sales kickoffs. 

Previously, I was a top B2B sales rep who closed millions of dollars in both software and services deals (I also lost millions, and that's how you learn). Prior to that, I was a top Solutions Engineer (Presales), and before that, a software developer and engineer. 

My sales career taught me that the biggest problem in B2B tech sales are: 
1- Sales Reps are too agreeable and don't LEAD the prospect
2- SEs are geniuses, but they aren't good storytellers

This led to the creation of Alpha GTM and Alpha Presales. 

Since 2022, we have trained over 1000 B2B sales professionals from 23 different countries. We've helped clients improve close rates on qualified opportunities from 41.7% to 46.9% for companies like: NICE, MongoDB, Paylocity, Optiv, Netwrix and many more. 

We've been named a Top 10 Sales Training Company and the #1 Content and #1 Speaker at multiple sales conferences. We're the #1 training partner for B2B tech companies who want to stop losing control of their sales cycles and start leading prospects to close.

Follow me if you like learning or join my newsletter. I post tons of free content, and I sell absolutely nothing to individuals.

Rew Dickinson

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Sales + Sales Engineering

Consulting + Software Engineering

Financial Analyst

Helping CROs and CSOs run a predictable GTM

CEO @ Alpha GTM

Just wrapped up Sales Kickoff with Planful in Palm Springs, CA. This was my 8th SKO of the year, and Planful did the opposite of what most companies do at SKO...

They spent almost all their time focused on their customer – not their product, not their positioning, not their competitors. 

In fact, we did two sessions focused on the most important thing (OUR CUSTOMER): 

1. Customer Value Discovery
We did a 2-hour, deep, hands-on session on how to discover what customers actually need, not just what we want to sell.

2. Knowing our Customer and Owning the Sale
We did a 2-hour interactive workshop where we broke down each industry and the buyers Planful serves, to help guide them through the sales process more efficiently. 

I love working with sales leaders like Steve who are more focused on their customers than anything else, because that mindset shows up in everything they do.

Thank you, Steve, Mel, John, Emily, Ben, Andrew, and Ameesh, for finally getting to meet this team in person!

P.S. Not a bad place for SKO, huh?

Planful

SVP Sales

In my SE training, I always ask how many SEs have heard of the 3 Whys. Less than 50% of SEs raise their hand. Here’s why that matters for SE teams and how to apply the 3 Whys in Sales Engineering. 

---

The 3 Whys are the 3 questions that a prospect needs to answer if you’re going to sell anything to them: 

- Why do anything? 
- Why do it now? 
- Why do something with this vendor? 

Until the prospect has mentally answered these 3 questions, they’ll never buy. 

The problem is that most SEs give demos that only answer one question for the prospect: 

- Why do something with this vendor? 

They leave out the 2 more important questions: 
- Why do anything? 
- Why do it now? 

This is why SC discovery is so critical. 

We can’t just give demos and talk. We have to ask questions and tell stories, because those things help customers answer: 
- Why do anything? 
- Why do it now? 

For example, if you sell an expense management solution and a client tells you that they have a manual process for doing expenses, you don’t jump right into the demo. 

Instead, you say, “How long have you been dealing with this?”

They’ll probably say, “It has been like this forever.” 

That’s when you say, “Is it getting better or worse?”

They’ll probably say, “It’s getting worse because we’re trying to do more face-to-face meetings.”

Now that you asked them, it helps them realize that not only are you the right vendor, but that if they don’t do something, and do it now, their problem is going to get worse. 

---

Lesson? 

If you can move from just showing solutions to asking questions, you can help prospects go from answering just one question: 
- Why do something with this vendor? 

To answering all 3 Whys: 
- Why do anything?
- Why do it now?
- Why do something with this vendor? 

P.S. SE Leaders: For monthly tips on how to improve presales, join 200+ presales leaders who get our newsletter: https://lnkd.in/eKaaGeZr

I've trained 100s of Solutions Consultants. Most of them talk too much. It's usually not a training problem, it's a psychology problem. Here's what's really happening:

You hired top performers to be SCs. 

You hand-picked them from engineering or support because they knew how to communicate.

Then you positioned them as the "technical expert."

So they feel like they need to have all the answers.

That's a ton of pressure. 

But here's what we don't teach SCs that we should: 

1. How to say "I don't know" confidently. 
2. How to say no. 
3. How to take an opinion instead of just saying "it depends."
4. How to stay calm when they're not in control.
5. How to push back without being insulting.

When we don't teach SCs this stuff, they do what most SCs do...

They plan their demo with no gaps and try to cram as much information as possible. If they leave gaps, it invites questions. And questions might expose what they don't know.

Their solution? 

Keep talking. Don't let anyone take them off script.

I know because I used to do this myself. 

The result? 

The demos are packed with information. But they're super in the weeds and your product looks like everyone else's. You're not differentiating, you're making yourself look exactly the same as your competitors. 

The solution? 

Create an environment where SCs know that they don't need to have all the answers. Teach them that being helpful is more important than looking good. 

It's not about us, it's about our customers.

If the idea of "storytelling" in sales confuses you, watch this video.

I talk about the most important component of storytelling (creating contrast) by giving a simple real world analogy. 

Then I give an example of how you can apply this to B2B sales. 

I've had sales leaders use this exact video to teach their team the basics of storytelling.

If you want to get better at Storytelling, this is for you...(it's free)...

Next Tuesday at Consensus' Demofest Conference, I'm going to give you a 3-step storytelling formula that will help you: 
- Close more deals
- Close bigger deals
- Sound different from your competitors

This is relevant for: 
- Sales Reps
- Solutions Consultants
- CSMs who want to drive revenue
- Sales Enablement
- Sales Leaders 
And anyone else who wants to get better at communicating value. 

There is so much fluff out there about storytelling, and I'm going to break it down for you, simply, using the Alpha Storytelling Methodology. 

You can sign up here: https://lnkd.in/gd6DQuhR

It's virtual, and it's 100% free to attend.

Consensus

I always hated the saying, "Time kills all deals." It's true. But it's selfish. Let's look at why, and what we should do about it.

In my consultative sales workshops, I always ask the team 3 questions: 
1- How long is your sales cycle?
2- How long is your implementation? 
3- How long before adoption/proficiency? 

Since most of my customers are selling big platforms, the answers are often: 
• 9+ months for the sale
• 3+ months for the implementation
• 6+ months for adoption

That's 18+ months before they get "value." 

Think about that for a second...

That means our customers are sitting in pain for 18+ months. 

So yes, "time kills all deals," but if we think about it from our customer's perspective, it's even worse! 

The longer we take to sell, the longer our customers are in pain!

This is why the absolute worst thing you can do as a consultative seller is react to your customer. Yet I see sales teams do it all the time: 
- Customer wants a POC, they get it
- Customer wants a demo, they get it

The real problem is that customers often don't know what they want, much less what they need. 

As a sales professional, you have to be able to constructively push back and lead your customer. 

They need your guidance and expertise. 

If you can't push back and lead them, you're not just hurting yourself, you're hurting them. 

You're the doctor. They're the patient. Never forget that.

A $4B software company asked me to train their sales team on how to push back on clients. I was surprised that they're not doing this already, because it's one of the most valuable skills you can have in sales. So here’s the 4-step framework I use and that you can use for most pushback and objection handling: 

1- Agree
2- Further their point
3- State the challenge
4- Then tell a story that leads to your recommendation

Here's an example I see all the time: 

---SITUATION--- 

A client asks for a POC (proof of concept) or a sandbox that they can “play around with.” 

In most cases, that's a dumb idea because the client just gets confused or doesn't do anything. A better approach is to schedule 90-minutes and do a guided workshop where the SE sits with the client and builds things together. 

---HOW MOST PEOPLE APPROACH THIS--- 

When I watch sales calls, I typically see sales reps and SEs trying to convince the client to do a workshop instead of a POC. Bad move. People don't like to be convinced and corrected. 

They'll say something like, "Well, actually, instead of a POC, you want to do a guided workshop!” (or something similar). Then the client digs their heels in and it slows down the sale. 

---A BETTER APPROACH---

Instead of trying to convince, use the 4-step framework for pushing back: 

1. Agree
“Sure, we can do a POC. ”

2. Further their point
“That will help you get your hands dirty and see if this solution will work for you.”

3. Explain the facts
“When we do the traditional POCs and sandboxes, it’s a big time investment on your end because we have to scope it out, determine outcomes, build it, review it with you, and then move forward. You're probably looking at 3 weeks of time, and you’ll have to involve a lot of other people.”

4. Tell a story that leads to your recommendation
“Something else we offer to clients that works well is the workshop-style POC. I just did one of these last month for one of my clients, and they loved it because it saved them a ton of time. We scheduled 90 minutes for everyone to join zoom, and then we built the process together in front of everyone. It’s a POC that is more hands-on but also shorter. Would that be of interest?” 

The key is not to correct the prospect. When you do that, people get defensive. 

Instead, you want to agree and then redirect them to an even better solution. 

This decreases resistance and helps you “push back” without being combative. 

P.S. Don't tell anyone, but this framework works well at home too ;)

This week, I was in Dallas, TX, with the Motorola Solutions Consulting team and had the funniest training I've ever done. Here's why: 

I kicked off the training with some storytelling practice. Nothing complicated, just an exercise to help us with storytelling and active listening. 

10 minutes later, I asked the team a simple question: "As SCs, is your first meeting with the customer a discovery call or your demo?"

That's when one of the SCs, Paul, said, "Well...Rew...let me put this in words that you understand..." 

He then told me a story in the exact same format I had taught the team 10 minutes earlier. 😂

I died laughing because it was the perfect example of LISTENING and knowing your audience. 

If that wasn't enough...later in the day, I was talking about a problem I'm having with collaboration software I use in sales training...

That's when another SC, Michael, knew that you can solve this problem with Motorola's Noggin platform and proceeded to sell me on it. 

It was absolutely brilliant. 

Anybody who thinks SCs are just "technical people" has never worked with SC teams before. This one at Motorola is amazing. 

Thank you, Jeremy, Alan, and team for making it an awesome week!

This was a really bad demo. I watch hundreds of them a year, and these 3 problems come up again and again. Here's how to fix them. 

---

PROBLEM 1: "Teaching," instead of communicating value.

In my training, I teach the Alpha AAA Framework (Audience, Annoyance, Afterward). Before you jump into a feature/solution, always know the Audience, their Annoyance, and what their life would look like After your solution is in place. If you don't know that, you're just selling features, not value. 

PROBLEM 2: Talking too much.

Breathe. 11 minutes and 19 seconds is way too long for anyone to listen to a demo. Simple tip: plan out your questions before you demo. For every solution you plan to show, write at least 1 question to ask before or after you show it. 

PROBLEM 3: Reacting, not leading.

Both sales reps and SCs mess this up. They're trying to be nice, so they offer more information. I can't tell you how many times I hear meetings end with..."We're happy to dive deeper into any of these things." Rarely do prospects need more information, they usually just need to build a business case. Help them with that. 

What other problems do you see?

Last month, I did an SKO where several sales reps in the crowd would chime in and add their 2 cents to the discussion. 

Afterwards, one of the Solutions Consultants (SCs) pulled me aside and asked me, "How do you speak up in a big group like that?" 

I asked him, "What makes you think that you can't?" 

We chatted for a bit, and I ultimately told him this: 

Many SCs are afraid to speak up at SKOs or in big groups. Sometimes it's because they feel like the event is for the sales reps, and sometimes it's just because they're nervous speaking in a large group. 

Either way, remember this: 

1. It is quite often that SCs have MORE experience than sales reps at the company. For example, the average SC tenure tends to be 3-7 years at a company, whereas the average AE tenure is only about 18 months. 

2. If you have something valuable to share with the team, you don't have to wait for your turn to share it. You're on the sales team, too. You can contribute whenever you want. 

SCs have a voice. Don't be afraid to use it.

No one really taught me this when I was a Sales Engineer: 
1- Your buyer can be bought into your product
2- But not bought into buying

Let me say that again...

Your buyer can be:
1- Bought into your product
2- But not bought into buying

To get someone to buy from you, you need them to be bought into both. Here’s how you do it, so you can better serve your buyers. 

---

This may seem counterintuitive, so let’s use an analogy: 

I’ve had 2 ACL surgeries. 

I tore the first one snowboarding and was back on the slopes the next day. When I visited a doctor (surgeon) a week later, I was evaluating two things: 

1 - Am I bought into this product? (i.e., am I bought into this surgeon?)
2 - Am I bought into buying? (i.e., should I even get surgery at all? Is it worth it?)

The surgeon didn’t sell me on his product.

Instead he: 
1- asked me questions about my lifestyle
2- laid out the pros and cons of getting surgery versus not
3- told stories of other patients (customers)

I ended up getting surgery and getting it from him. 

---

How do you apply this as a Sales Engineer? 

Well, most buyers that we demo to are asking themselves two questions: 

1- Should I buy from this vendor? 
2- Should I even buy anything? 

Most SCs are really good at answering the first question: “Should I buy from this vendor?”

But the 2nd question is the more difficult one. 

The problem is that demos don’t answer the 2nd question. 

Telling stories and building business cases answers the 2nd question. 

Most SC teams need to get better at those things. 

How do you answer the 2nd question? 

P.S. SE Leaders: For monthly tips on how to improve presales, join 200+ presales leaders who get our newsletter: https://lnkd.in/eKaaGeZr

This was one of the best things I've ever heard a Sales Leader say...

I was in Dallas, TX, with Motorola, and we were teaching storytelling to the Solutions Consulting team. 

That's when the SVP of Sales, Jeremy Smith chimed in and asked the SCs...

“Do you know where we can get these customer stories from?“

The team responded:
- "Marketing!"
- "Our website!"
- "The CS team!"

Jeremy said, "yes, yes, and yes."

But then he said the best answer of all...

“Go meet with the customer directly. You can go on-site. You don't have to ask your sales rep for permission."

I loved this because there are so many SC teams that I talk to who feel like they work FOR their sales reps – You don't. 

You have every right to do what's right for your customer.

Be you.

Sr VP Resilience & Security Sales | Business Continuity, Security Ops & Emergency Management

Salespeople: Your tone says everything. So if you're, 
- Starting the meeting by apologizing for giving the corporate deck, or
- Racing to get through the corporate deck, or
- Telling people "I only a few slides..."

Stop. 

If giving the corporate deck is valuable for the customer, then don't apologize for doing it. 

If it's not, then skip it.

Solutions Consultants when their Sales Rep starts talking about architecture...

This sales meeting started horribly. The sales rep briefed the SC on the opportunity 2 minutes before the prospect joined the call. Somehow, they pulled off a miracle together, largely because the SC was an absolute beast with 10 years of experience and knew how to lead. 

Here are 3 things that the SC did that show just how valuable SCs can be in sales: 

1- The SC got the prospect talking early. Notice how he peppered in questions early on. This got the prospect talking and sharing problems, so that when he demoed, he was aligning to those problems, not talking about features. 

2- About halfway through the demo, the prospect started to "sell herself." The SC recognized this, stopped demoing, and immediately pivoted to a businses conversation to help her build her business case. He "sold" less and started asking questions again. 

3- Toward the end of the meeting, the SC went from "selling" to "leading." He talked about how expensive it is for people in her role to engage outside consultants for help with things they could figure out themselves with the right software. Then he asked her how often she has to go to consultants for answers and she revealed how often and how much it costs. It immediately justified the investment.

This is an incredible example of SC leadership in a deal. 

Sales Reps: prep your SCs before the call. 
SCs: don't just demo, be a leader.

Last week, I got to spend a day in DC with the Bloomberg SC team at their SKO. Here's why I loved it: 

1. Most SC training is focused on talking (demos). We did the opposite. We focused on discovery and dove into the Alpha Value Discovery Methodology. Because that's where deals are won and lost → discovery, not talking. 

2. We got to do this workshop style, not lecture style, so everyone was up and moving around, digging into business problems and uncovering value for their clients. Collaboration always wins.

3. This SC team has experienced pros, not rookies. The best thing you can do in that type of situation is create an environment where they can share their brilliance with their peers. We did exactly that. 

Thank you, Mackda, Jenna, Kara and Andy, for having me. Your team is absolutely amazing.

Senior Manager, Solutions Consultants - Tax at Bloomberg Industry Group

Senior Director of Sales Readiness and Enablement, Bloomberg Industry Group

Results-Driven Commercial Executive | Passionate about Building Teams | Running and Baking Enthusiast

B2B sales is the best job in the world. It's also the hardest. The most thankless. And the most strategic. But most people don't understand that. 

Most people think you just hire people who are convincing and like talking. 

But that's not at all what you do. 

In B2B sales, you have to hire people who are:
- good at listening
- good at asking questions
- good at getting people talking
- good at getting 15-25 people with different priorities to agree on something
- good at writing
- good at letting other people do the "selling" (SEs, CSMs)
- good at managing projects and stakeholders
- good at having business conversations
- good at asking people for money
- good at navigating relationships
- good at dealing with politics

...and good at taking it on the chin over and over and over again without taking it personally. 

To be successful in B2B sales, you don't need talkers - you need Leaders. 

This is exactly why I love it. 

P.S. What'd I miss?

My clients are asking the SCs to drive more pipeline. But 90% of SCs don’t know how to do that because they’ve never been sales reps before. Here’s exactly how to do it (without feeling “salesy”).

---

The easiest way to find new pipeline is to use your existing contacts in an account. These people already love working with you because you’ve provided them so much value. Go to them and ask them for help (don’t pitch them). 

Here’s an example of exactly how I did it when I was selling: 

I used to sell a coding platform that helped you build apps, so I could technically sell to any line of busines (Supply Chain, Finance, Engineering, etc.) 

IT Managers liked me, so I would walk up to my champion (John) who was the IT Manager for Supply Chain, and I would say: 

“Hey John, I could use some help if you don’t mind. We don’t just build apps for supply chain, we also build apps for the finance team, the engineering team, and the compliance team. The problem is, I don’t know anyone in those departments. Do you think any of the IT Managers over those areas would be interested in hearing about what we offer?”

9 times out of 10, John would introduce me to those people.

Why? 

Because I asked John for help, I didn’t sell him. He wants to help because we have a good relationship. Besides, it makes him look good too. 

--- 

SCs are your secret weapon. Teach them how to use their trust to build pipeline. 

P.S. SE Leaders: For monthly tips on how to improve presales, join 200+ presales leaders who get our newsletter: https://lnkd.in/eKaaGeZr

This is a behind-the-scenes look at what I do when a company asks me to run their sales kickoff (SKO). 

Lesson for all sales enablement professionals -> if you want people to remember what you teach them at SKO: 

1- Make people compete as a team (not just listen to a lecture)
2- Reinforce the training after SKO

P.S. What has been your most memorable SKO ever?

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Juan D. Martinez

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