Sales Hive

Instructor

Joyned

VP/Head of Global Sales

Advisory Board Member

Applitools

Sales Director EMEA (acquired by Thoma Bravo)

Cornerstone OnDemand

SMB Sales Director - EMEA (acquired by Data Lake)

Lusha

Enterprise Sales Director - Global (US/EMEA/APAC) (Unicorn)

Kryon

Director of Sales - EMEA (acquired by Nintex)

Imperva

•	Managing all aspects of the Incapsula-Rackspace sales relationship:

- Supporting sales teams and promoting Incapsula products
- Product training, joint marketing initiatives, defining new sales strategies

Achievement: Fastest growing and largest global hosting provider account in the company
Leadership: First channel account manager in Incapsula business unit

Director of Channel Sales (Rackspace) (US/EMEA/APAC) (acquired by Thoma Bravo)

Rackspace Technology

•	Selected to head up a new international territory, specifically targeting and engaging with clients/partners to:
-       Manage existing enterprise-grade accounts 
-       Secure new clients from lead to close

Achievements: Closed multi-million pound deal with global telco, exceeded target

Leadership: Presented my sales region as a case study for other sales executives

Country Sales Manager (acquired by APOLLO)

VESK for Legal

•	Selling hosting solutions, SaaS, PaaS, networking, cloud computing, licensing, storage, security offerings, virtualization, load balancing, etc.

Enterprise Sales Executive (acquired by Nasstar)

Selling through Storytelling | VP Sales | Author | Mentor

I love implementing a process and bringing the people on the journey.  I love helping people grow.  I am here to make it happen.

I have built sales organizations in:

Enterprises / Start-ups / Cyber security / SaaS / Sales tech / Travel tech / Cloud infrastructure / Test automation / Process automation / Talent management / Data science

Experience:
• 16+ years in sales, including 5+ years in sales leadership
• Hired and trained sales teams in the last 4 roles (across multiple continents)
• Implemented sales methodology multiple times
• Start-up advisor to 20+ start-ups (including acquisitions by Cisco)
• Instructor in 'Six Figures' sales program
• Mentor/Judge in Mass Challenge
• Author of "Sales Closing Bible"
• Sales Trainer for thousands of online students
• Founder of 'Sales Hive' (an online sales community)

Core Values:
• Servant leadership
• Mentorship
• Getting it done

Achievements:
• Personal history of overachieving targets 
• Closed high-value deals ($3M+)
• Sales Trainer - thousands of online students

Notable Achievements:

Gallup Key Strengths:   STRATEGIC  - INTELLECTION  - ACHIEVER  -  INPUT  -  LEARNER

Awards: 

3 x ‘Rackstar’ and 4 x President’s Club awards

Contact number: (IL) +972 (0)587 794 701
                            (UK ) +44 (0) 20 3734 8870

It's hard to find a sales leader who leads his team from inside the trenches, and shows them how to do outreach like a blackbelt ninja. 

Meet Stas Levitan, from SpeedSize the sales leader you need to know.

Stas, what is your backstory? 

My grandfather had an apple tree in his garden, and I would collect apples in a basket and take them to the market and sell - this is where I started by career. Before college, I sold door to door, and I always loved the thrill of the chase. As I was finishing college, I started working in a start up called Zerto, as one of the founding sales people, and it got acquired by HP.

What was your early career challenge?

Working out where to focus to get the best results. I was lucky to be in an org which was extremely professional. As an AE, I was given a lot of freedom to grow the region, and working out what to prioritize first and where to start was a learning curve for me - working out which accounts, which personas, which verticals, which locations. All of it needed to be figured out, which meant saying 'no' to a lot of things. A lot of my work was should I or shouldn't I?

What is important to you? 

My people are the most important thing to me - knowing my people, where they stand, what they struggle with, what is really happening in their headspace. People are the most important component to success and I want the years that we work together to be the best years of their lives.

What is key to you now? 

Our sales team is mature and solid, I am now focusing on the BDR/SDR org, and working out how to scale SDR top-performer's results. The role of SDR has changed in the sense that it can be scaled significantly with the help of technology and with the right approach. My main focus today is on scaling the individual SDR efforts beyond imagination and it requires looking at everything we have done so far critically and changing the ways the outreach was done until today.

Your biggest team challenge? 

Teaching what the possibilities are, and creating a culture of confidence and some everyday hustle.

You biggest challenge as a leader? 

Learning to keep it simple, get something right and nail it before moving to the next thing - this is where my mind is right now. I am creating alignment so that the system works in all parts separately and together.

You big idea? 

Master a sales method - MEDDICC is a great one.

Stas, you are a Legend of Sales.

Doron Luder

Sales leader that speaks 6 languages? 
Look no further than Rapolas Bernotas, head of sales at Growbots, a swas (software with a service) for outbound prospecting
 
 Rapolas, What is Your Backstory?
 
Like most people, I didn't grow up dreaming of going into sales. My father was a diplomat, and I thought of following in his footsteps. I did an internship and realised this was not the path I wanted to pursue. I landed my first sales role with 3M selling dental products, and found it exhilarating. It was not easy but it felt so dynamic and suited my personality.
 
Your big early-career challenge? 

Getting beyond the 'wall' with cold-calling was a challenge that took me time to overcome. But it is also a great entryway into sales.
 
What's important to you? 

White belt mentality. Never thinking that I know enough.
Learning to work in a different way. Technology develops and so does selling, we are learning to adapt.

What's key for you now? 

I am working on new modes of prospecting and social selling, using LinkedIn and cold-calling. Learning these new behaviors is something takes time and is difficult. As human beings, we are used to a certain way of working.

Your big idea? 

You are never too old to break into tech sales. I started tech sales at 40, my peers were all younger than me, but I learnt quickly. I hit quota from my first month, and I transitioned to a new role quickly and succeeded. You should not discount yourself - if this is what you want to, give it a shot.

Rapolas, you are a Legend of Sales.

------------------
DM me if you are a sales leader that would like to feature as a Legend of Sales.

Negotiate Like a Pro. Here's How.

Negotiation used to make me uneasy. I feared losing ground.

I learnt how to be assertive, using this 5-step framework:

Negotiate Like a Pro

Revenue lies in follow-up.

I've faced the challenge of deals slipping away despite diligent follow-up efforts.

I've penned some hacks on mastering the challenges:

Revenue in Follow Up

I found myself stuck on the surface of the deal. 

But I learned how to probe.

When I cracked the surface, I uncovered a world beneath.

I probe for details with this framework:

Probe Selling

Are Your Targets Unrealistic?

Yes, it happens - because setting targets isn't an exact science.  

And when it does, it feels like hitting your number is a never ending, uphill battle.

Here is how to navigate it:

WHY IT IS HAPPENING:

1. Ambitious Targets: 

Sometimes, management sets goals that are overly ambitious, making it challenging for sales reps to meet expectations.

2. Lack of Market Insight: 

Unrealistic goals may stem from a disconnect between management and the current market realities, leading to inflated expectations.

3. Overemphasis on Growth: 

Management might be prioritizing rapid growth without fully considering the practical constraints faced by sales teams.

WHAT YOU CAN DO:

1. Open Dialogue: 

Initiate conversations with management to discuss the feasibility of goals and provide insights into market trends and challenges.

2. Collaborative Goal Setting: 

Work together with management to establish realistic and achievable targets based on a thorough understanding of market dynamics.

3. Advocate for Resources: 

If goals seem unrealistic due to resource constraints, communicate the need for additional support or adjustments in expectations.

Score Your Sales Team here:
https://lnkd.in/e6DQFAs6 

docs.google.com • 1 min read

Is Your Sales Team 'Self-Sabotaging'?

The business-case sales rep is laser-focused on the bottom line. I have met those. 

But also, the relationship-builder, who makes customers happy - we need these also.
 
Should salespeople focus on making customers happy?  Or aim for customer wins first?
 
Pros of choosing long-term customer loyalty:
 
Keep customers coming back, leading to more sales and money.
Happy customers tell others about the brand, bringing in new customers.
Long-term customers usually make more money over time compared to one-time sales.
Save money by keeping customers instead of spending to get new ones.
 
Cons of going for short-term wins:
 
Quick wins might lead to surface-level relationships, not strong connections.
Rushing for immediate sales might make customers unhappy and switch to other brands.
Missing chances to sell more things or offer upgrades, limiting money-making possibilities.
If customers think salespeople only care about themselves, it's hard to build trust and loyalty.

Bottom Line:
Quick wins can bring fast results; it's better for salespeople to focus on making customers happy for the long haul.

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