Alpha Presales

Let me guess: 
1. Your sales engineers are super smart. 
2. They're great problem solvers. 
3. And they're great at talking to IT 🤓

But they: 
❌ Take 10 minutes to answer a simple question
❌ Are decent, but not great at discovery
❌ Are reactive, and wait to be told what to do 😫

Yup, that was me. 

When I got started in presales, Demo 2 Win was exactly what I needed. After that, there was nothing to get me to the next level. 

That's why I created Alpha Presales. It's the training I needed as an SE but never got. 

Alpha Presales clients are NICE, MongoDB, Securly and other companies that want their SEs to be the CEOs of their own business. 

Get more info about Alpha Presales here:
👉🏻 www.AlphaPresales.com

-------CUSTOMER STORIES-------

🧑🏻‍💼 Lee, VP of Sales Engineering:
-"We hire trusted advisors. After Alpha Presales training, there was an obvious increase in their confidence and now the team leads the sale and they aren’t being “salesy.”

🧑🏻‍💼 Alex, Sales Engineer
-“I was in a meeting with Microsoft and halfway through my discussion the prospect gets up and says...'Oh My God, I feel so heard right now!'"

---MORE INFO---

👉🏻 DM me and say, "Hi Rew, can you tell me more about Alpha Presales"
👉🏻 www.AlphaPresales.com

Creative Sales Academy

I teach storytelling for SALES. 

- Not fluffy marketing storytelling that makes people's eyes glaze over.
- Not storytelling for theatre, or film, or entertainment. 
- Not generic storytelling that makes you look like you have no idea what you're talking about. 

I teach storytelling that closes 6-figure sales deals. 

Learn it from someone who has actually sold before. 

Not a marketer or an entertainer.

Storytelling Instructor

PreSales Collective

"Rew facilitates workshops for the PreSales Academy and his approach is truly unique. Rather than teaching sales engineers to be subject matter experts and salespeople, he teaches them to be leaders. This allows them to guide their prospects toward making decisions faster and more easily, which saves time and advances the sale." 
- Yuji Higashi, Co-Founder, Presales Collective

"When I started my journey into presales, I was super anxious. I was worried that I wasn’t going to ask the right questions in discovery and I wasn’t going to have the skills I needed to give compelling presentations. When I met Rew, he provided me with the right framework to help me ask the right questions, and give effective presentations. The best part however is that in every session with him, my confidence grew immensely and now I’m a much more confident sales engineer."
-Shanelle, Sales Engineer

Sales Instructor

Appian Corporation

"Rew is one of the few people I've ever met who not only excels at his own craft, but just inherently makes everyone around him better, regardless of their role. Most impressive is how Rew can adjust and adapt to situations in real-time to make a colleague shine. Simply put, everyone wants to work with Rew, because he makes everyone better."
-Shaun, SC Director

After being a top SC, I moved to AE. 
👉 I missed quota my first year as an AE.
👉 Then I beat quota every year after.
👉 I sold over $1M in both sales and services with an average deal size of $250,913 ACV.
👉 I also made partners several millions in services.

One CTO told me that he liked working with me because, "it wasn't obvious that you were trying to sell me something" 😆.

"Many salespeople are only focused on making the sale, but know very little about their actual product. I would much rather work with a salesperson who comes from the technology side. Rew struck a great balance between the two. It created a sense of authenticity."
-Greg, Client, Largest truck manufacturer in the world

Sales Engineer -> Sales Rep

Deloitte Consulting

Deloitte is where I learned what good client-service looks like.

It's also where I developed my over-explaining problem that I had get rid of once I got into sales 😁.

I was a Software Developer -> turned Consultant -> turned Project Manager.

Developer -> Consultant -> Manager

New York Life Investment Management

I was primarily responsible for financial analysis of New York Life Investment Management's MainStay Mutual Fund family.

Financial Analyst

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

Follow me and get free content on psychology, sales, sales engineering, and consultative selling.

I train Sales Engineering, Solutions, Sales, and Customer Success teams that want to upskill from good to GREAT at consultative selling.

These are the workshops I offer to revenue teams:

✅ Relationship Selling*
✅ Empathy in Tech Sales*
✅ Storytelling 
✅ Advanced Discovery 
✅ "Get To The Darn Point!” (i.e. Brevity Selling)
✅ Value Selling 

*Highest rated by international sales teams.

---WHAT TO DO---

If you have a training budget, book a call. If you don’t have a training budget, book a call because I’ll tell you where there is money hidden that you don’t know about.

Then if you like my training programs I’ll show you how to ask for budget even though everyone says there is no budget. 

I’m not here to sell you - you’re the one who has to decide if you care enough about your SEs or AEs to help them grow. 

So book a call. Worst case scenario, you don’t have budget, and you tell sales enablement about me so they know who their SKO speaker for next year is and you don’t have to pay for anything 😉.

👉 www.AlphaTechSales.com

P.S. I do not sell to individuals so if you are one, simply follow me and you can get content for free.

Post-COVID selling is brutal. But I hit quota every year by leveraging my SEs and CS people. Here's how I did it... 
 
---STEP 1--- 
 
As an AE, I never presented anything. I'm an excellent presenter, but it doesn't matter. When an AE speaks, customers aren't listening. Instead, I prospected, qualified, and discovered, and then brought in specialists like SEs to discover and then deliver the value.  
 
---STEP 2--- 
 
My SEs and CS people were amazing, but they weren't perfect. 99% of the time, I would MASSIVELY filter the amount of information they were planning to provide to customers because it was just too overwhelming. I'm not kidding when I say I would cut my team's demo and PPT content by 60-75%.  
 
---STEP 3--- 
 
The emotion that drives most SEs is fear. Fear of making a mistake and fear of looking bad. That's why they often say, "it depends," and don't take strong opinions (that way they can never be wrong).  
 
I coached my SEs to be confident and firm. The client views you as the expert. When you say "it depends" and sound like a consultant rather than an expert, the customer gets worried and indecisive. This is why enterprise sales cycles are 9-18 months. It's not your sales process, it's your confidence.  
 
---STEP 4--- 
 
I took full ownership. I told my SEs that I had their back, and if we lose, it's my fault. At times I was demanding and my SEs got worried that if we did things the way I was proposing, we wouldn't get the next meeting. I told them, my goal wasn't to get the next meeting. "Get The Next Meeting" is short-term thinking and it leads to long sales cycles. All I care about is helping the customer make a decision.  
 
---SUMMARY--- 
 
1. Invest in SEs 
2. Filter their big brains 
3. Keep them confident 
4. Have their back 
 
If you need help with this, reach out, I've been both roles and I've trained both roles.  
 
---BOTTOM LINE--- 
 
A lot of SEs delay deals, so you can't blame AEs for wanting to put them into the "technical box."  
 
But I think that's a huge mistake.  
 
You can accelerate deals if you can channel the SE's brilliance. They are truly the secret weapon to enterprise sales.

Rew Dickinson

CEO @ Alpha | Be great at selling by being great at leading.

How important is confidence in enterprise sales?

How can SEs be leveraged in enterprise sales?

No alternative text description for this image

“If Sales Engineers want commissions, they should become Sales Reps.”

I heard this on one of my calls today.

What do you think? 

Should Sales Engineers get commission?

CEO @ Alpha | Learn to lead so you don't have to "sell." | The more technical your sale, the more your team needs this.

What are the differences between Sales Engineers and Sales Reps?

Last year I "sold" zero (0) of these things. This year I sold 25. Here's how I did it and how it applies to your sales... 
 
---LAST YEAR--- 
 
Last year, I had a booth at a tradeshow, so I bought a box of 150 of these TSA-approved wine openers to give away. 
 
I thought they were awesome. Apparently, no one else did. I left with the whole box. 
 
---THIS YEAR--- 
 
I was speaking at a tradeshow (I didn’t even have a booth).  
 
I took those same wine openers and told a story:  
 
" 
𝘿𝙤𝙚𝙨 𝙖𝙣𝙮𝙤𝙣𝙚 𝙡𝙞𝙠𝙚 𝙬𝙞𝙣𝙚?  
(𝙝𝙖𝙣𝙙𝙨 𝙜𝙤 𝙪𝙥)  
 
𝙃𝙖𝙫𝙚 𝙮𝙤𝙪 𝙚𝙫𝙚𝙧 𝙗𝙚𝙚𝙣 𝙩𝙧𝙖𝙫𝙚𝙡𝙞𝙣𝙜 𝙖𝙣𝙙 𝙗𝙧𝙤𝙪𝙜𝙝𝙩 𝙖 𝙗𝙤𝙩𝙩𝙡𝙚 𝙤𝙛 𝙬𝙞𝙣𝙚 𝙛𝙤𝙧 𝙮𝙤𝙪 𝙖𝙣𝙙 𝙮𝙤𝙪𝙧 𝙨𝙥𝙤𝙪𝙨𝙚?  
(𝙝𝙚𝙖𝙙𝙨 𝙣𝙤𝙙) 
 
𝘼𝙣𝙙 𝙩𝙝𝙖𝙩 𝙨𝙥𝙚𝙘𝙞𝙖𝙡 𝙣𝙞𝙜𝙝𝙩 𝙧𝙤𝙡𝙡𝙨 𝙖𝙧𝙤𝙪𝙣𝙙 𝙖𝙣𝙙 𝙮𝙤𝙪 𝙜𝙧𝙖𝙗 𝙩𝙝𝙚 𝙗𝙤𝙩𝙩𝙡𝙚 𝙤𝙛 𝙬𝙞𝙣𝙚...(𝙥𝙖𝙪𝙨𝙚)...𝙖𝙣𝙙 𝙩𝙝𝙚𝙣...(𝙥𝙖𝙪𝙨𝙚)...𝙮𝙤𝙪 𝙧𝙚𝙖𝙡𝙞𝙯𝙚 𝙩𝙝𝙖𝙩 𝙮𝙤𝙪 𝙙𝙤𝙣’𝙩 𝙝𝙖𝙫𝙚 𝙖 𝙗𝙤𝙩𝙩𝙡𝙚 𝙤𝙥𝙚𝙣𝙚𝙧?  
(𝙝𝙚𝙖𝙙𝙨 𝙣𝙤𝙙) 
 
𝙒𝙚𝙡𝙡 𝙄 𝙝𝙖𝙫𝙚 𝙩𝙝𝙚𝙨𝙚 𝙥𝙤𝙘𝙠𝙚𝙩 𝙬𝙞𝙣𝙚 𝙤𝙥𝙚𝙣𝙚𝙧𝙨 𝙩𝙝𝙖𝙩 𝙖𝙧𝙚 𝙏𝙎𝘼-𝙖𝙥𝙥𝙧𝙤𝙫𝙚𝙙 𝙨𝙤 𝙮𝙤𝙪 𝙘𝙖𝙣 𝙥𝙪𝙩 𝙩𝙝𝙚𝙢 𝙞𝙣 𝙮𝙤𝙪𝙧 𝙩𝙤𝙞𝙡𝙚𝙩𝙧𝙮 𝙗𝙖𝙜. 𝙊𝙣𝙘𝙚 𝙖 𝙮𝙚𝙖𝙧, 𝙩𝙝𝙚𝙮'𝙧𝙚 𝙖 𝙡𝙞𝙛𝙚𝙨𝙖𝙫𝙚𝙧. 
" 
 
For the rest of the day, people came up to me asking for one of those wine openers.  
 
From zero "sales" to 25 sales with one story. 
 
---LESSON--- 
 
What’s the point?  
 
There are probably 5 software companies that are selling the exact same thing that you are.  
 
If they're winning it's because they have a better story.



P.S. Schedule a call and I'll tell you how I can teach your sales team to tell better stories. The best part? It pays for itself when one deal goes from "No Decision" to "Closed Won."

How important is having a good story in sales?

How can having a better story help you stand out from competitors?

We had a rowdy bunch in NYC last night!

What were we all yelling about? 

How to go from being a good SE to being a GREAT SE. 

- Good SEs personalize to the persona. 
- GREAT SEs personalize to the PERSON. 

It was an action-packed 45 minutes to learn as much about the PERSON we sell to as the persona we sell to. 

Thank you Akshat Srivastava, Zig Kuczynski, Joseph Mann and Sales Engineers of New York (SENY) for hosting a wonderful event!

And to all the Friends, Engineers, Consultants, Bosses, and ???s that made it out on a wet cold night in NYC, was it worth it? 

On Tuesday, I'm going to share the science that helped me close a $48 million account and countless other enterprise deals as an AE and SE.  
 
I've been studying this science for 14 years and teaching it for 4.  
 
It's all about personalization, which, in my experience, is the area where most sales engineers are weakest (their brain is not the problem). 
 
In fact, most AEs struggle with this, too, because virtual selling is more difficult.  
 
Want to learn more?  
 
Come join me and 125+ other people in NYC on Tuesday and learn how (link in comments).  
 
--- 
 
If you can't join on Tuesday, send me a note and we'll talk about training your sales team. It's the perfect workshop for both AEs and SEs, virtual or live at SKOs, QBRs, and team events.  
 
It quite literally cut my enterprise sales cycles in half (3-4 months instead of 6-9 months). 

Yesterday I helped a woman cut a 5 minute speech down to just 2 minutes. Here’s how we did it.


Her company manufactures women’s product and she was giving a speech about the manufacturing process.

Since she does this work every day she was getting a little too in-the-weeds and had a 5+ step process.

So I taught her the acronym I use for every speech I give:

E-C-C

It stands for Eliminate-Categorize-Combine.

I use it to consolidate lists and lots of information down to just the bare minimum information that is necessary.

For her, we used E-C-C to reduce her 5+ steps down to just 3 by eliminating some and combining others.

Her 3 steps ended up being:
1. Identify the customer needs
2. Select the required materials based on those needs
3. Manufacture the product

2 minutes later she presented in front of a group of 18 people and absolutely crushed it!




Next time you find yourself wondering, “how can I make this shorter?” 

Remember E-C-C.

How can identifying customer needs help in manufacturing?

I wrote this article for my Dad 9 years ago.  
 
He's a blue-collar guy, not a techy, so I broke down what all the confusing IT terms meant in words that he understood.  
 
Hopefully it helps people that don't work with these people every day like I do... 
 
 
 
 
---DEVELOPERS--- 
They're the tradespeople of IT. Basically, they're carpenters, plumbers, roofers, electricians, etc.  
 
 
---INFRASTRUCTURE ENGINEERS--- 
They're like masons. They lay the foundation for the rest of the IT "house." If they mess up, you're in trouble.  
 
 
---ARCHITECTS--- 
They are the IT planners and inspectors. They make sure everything fits together and is according to code. They’ll yell at developer when he's not following the standards/plan.  
 
 
---SECURITY ENGINEERS--- 
They make sure your IT fences are high and your IT doors are locked. Just like Network Engineers, they are under-appreciated.  
 
 
---NETWORK ENGINEERS---  
You take them for granted. You never call them to thank them that your power is always on and your internet is really fast. These are the ones that wake up to the 3:00am phone call when something has gone wrong.  
 
 
---SOLUTIONS CONSULTANTS--- 
They usually have the skills of developers and architects, but they listen well and can work with you to create a vision so that the developers can turn your dreams into reality.  
 
 
 
Got a role to add?  
Want to expand on any?  
Drop it in the comments.

What are the key skills required for a developer?

What are the responsibilities of an infrastructure engineer?

What are the key skills required for a network engineer?

Do your parents know what you do for a living?

Open article: Do your parents know what you do for a living? by linkedin.com • 1 min read

$100,000, $200,000, $300,000 OTE! 
 
OTE is complex topic, so here's a simple breakdown. I felt compelled to do this because I heard of some SEs getting ridiculous OTE offers and if they've never had a variable commission, they won't understand it.  
 
 
Bottom Line using a $100,000 OTE example:  
 
1. Some recruiter is going to promise you a $100,000 OTE. What they don't tell you is that you probably won't make that much money.  
 
2. Ask them "what the split is?" They will probably tell you it's something like 70/30. That means they will pay you a $70,000 base salary. And IF (and I stress IF), your company/team hits their quota, you'll make the remaining $30,000 that gets you to $100,000 OTE. 
 
3. What they won't tell you is that the company hits quota once or twice every 5 years, so you'll rarely hit $100,000.  
 
You can ask people all sorts of questions like how many AEs hit quota, but the only way to know for sure is ask them to show you the W-2s of the other sales engineers (which they'll never do).  
 
They'll tell you things like most AEs hit quota, but it doesn't matter because you'll probably be in a pooled model and you won't hit quota.  
 
The most likely situation is that you'll probably only bring home $70,000 + some extra (maybe $85,000 total for getting halfway to quota).  
 
Summary: 
1. Figure out what your base is and see if you're happy with it. 
2. Count on no commission if you want to play it safe, or count on only 50% of the variable portion, because that's probably the most realistic outcome.

How important is understanding OTE in sales roles?

Why are W-2s important in evaluating OTE offers?

Most sales engineers are good at demos.  
 
But. 
 
They're not good at Discovery. 
 
--- 
If you're a presales leader, there are two ways to fix this:   
 
1. Wait 10 years and they'll figure it out. 
2. Get Alpha Presales Training and get it done right away. 
 
You probably won't get Alpha Presales Training because you don't have budget for training.  
 
All the training budget goes to AEs and SDRs, because, let's face it, SEs are amazing.  
 
So you'll just sit back, wait, and do nothing. 
 
That's fine.  
 
But if money is your only problem, you can schedule a call and I'll teach you how other SE leaders have asked for money.  
 
Whether you decide to do something or not is up to you.  
 
But at least you'll know how to do it.

What are the benefits of Alpha Presales Training?

How important is training budget for SEs?

These are my notes from a call with a Presales Leader. Notice what's not in here: Demos and Discovery.  
 
The SE's problem isn't demos, and frequently, it's not even discovery. 
 
All the problems are Leadership problems.  
 
- No one teaches us how to build technical champions. 
- No one teaches us how to lead with empathy rather than our big brains. 
- No one teaches us how to get out of the weeds and lead a customer to making a darn decision! 
 
The Presales Leader said that his biggest problem was that his SEs are seen as "technical resources" and "tools" rather than a true PARTNER to the sales rep.  
 
- - -  
 
I get it. I've been a Sales Engineer and a Sales Rep and this is precisely the problem that Alpha Presales solves.  
 
If you feel like you're being used as a "tool" rather than a partner, DM me "tool."  
 
I can't fix this all by myself, but if you want to, I can help you get on the path. 
 
Be a Leader!

How important is it to build technical champions in Presales?

What are some best practices for leadership in Presales?

How can empathy help in Presales leadership?

Feeling stressed about how much work you have to do? 
 
Write down what you need to do.  
 
I always think that I have too much to do. 
 
Then I write it down and it's way less than I thought it was.  
 
For some reason, things are much bigger in your head than they are on paper.

What are some tips for managing tasks effectively?

99% of marketing stories are 10 minutes too long and not believable. Here's how to tell believable stories in 10 seconds. 

p.s. you can get more free videos by joining the Alpha Presales community. 

p.p.s. I don't sell anything to individuals, so there's no spam. Just free learning. 

Jeff Bezos started Amazon at 30. 
Marc Benioff started Salesforce at 34. 
Think that's old? Think again.  
 
In 2020, the American Economic Association studied start-ups and high-growth start-ups to determine the age of the founder when they started their company.  
 
The findings were:  
 
1. There are more founders in their 50s than there are in their 20s. 
 
2. If you're 50, you're twice as likely to be successful than if you're 30.  
 
Conclusion?  
 
Age is a great thing. Don't let a few outliers (Gates, Zuckerberg, Jobs) make you think otherwise.

How do outliers affect our perception of success?

What else has the American Economic Association studied?

What are some tips for successful start-up founders?

Commercial salesperson: "He's Federal, he doesn't know how to sell to Commercial." 
 
Federal salesperson: "She's Commercial, she doesn't know how to sell to Federal." 
 
--- 
 
I've sold to both commercial and federal and they're definitely different, but maybe not as different as you think.  
 
Federal Acquisition Regulation (FAR) is brutal and way different from how most commercial companies operate.  
 
But it's not that different from Fortune 100 companies operate.  
 
Those enterprise clients are just as annoying and sometimes more annoying to sell to than Federal clients. 
 
- Rules, rules, rules. 
- Insane procurement cycles. 
- Everyone operating in silos. 
- Consensus decision-making 
- Less desire to pick the "best" product and more desire to pick the "safest" product that won't get you fired 
 
From my experience, commercial vs federal is less important than how big and regulated the company is.  
 
--- 
 
Let's stop arguing over who's better than who. Sales is a team sport.

What is Federal Acquisition Regulation (FAR)?

Why is the size and regulation of a company important in sales?

What are some examples of Fortune 100 companies?

One of the hardest things about being in Presales is getting trained on SOLUTIONS! SOLUTIONS! SOLUTIONS!

What’s missing, and what’s much more important to your customer, is the problem that your solution addresses.

Here’s a simple 3-step formula for reverse engineering your solutions into valuable problem statements for your buyers.




- - - Formula - - - 

First, think backwards from the solution…

1. Who is this solution for (think of a specific user persona)?
2. What problem does this solution solve for that user persona?
3. Present the problem first (to get the customer’s attention), followed by the solution.




- - - Example - - -

If you’re selling a new solution called “Dashboard Plus” to manufacturing companies:

1. The solution helps supply chain managers 

2. Supply chain managers are obsessed with On Time Delivery. But in order to have OTD, they need to make calls to 10 different people from 10 different teams and use 10 different systems. 

3. When messaging your solution say, 

“Most supply chain managers need to make calls to 10 different people from 10 different teams and use 10 different systems to figure out if they’re going to deliver products on time.”

(your buyer will be nodding their head in agreement)

“Using Dashboard Plus, they only have to click one button to figure out what will be delivered on time.”


- - - Summary - - -

Don’t just talk about your solution. 

Because your solution will appear much more valuable if what problem it solves is clear.

How important is focusing on the solution in Presales?

What is the significance of creating problem statements for buyers?

What are recent developments in manufacturing companies?

When I was selling enterprise software there was one competitor that always gave me trouble.

They had an excellent feature where you could basically cancel your subscription (churn), but still run their applications.

There are some limits to this feature, that I won’t get into in this post, however it was an excellent feature because it addresses an important psychological tendency of most people.

Most people, myself included, are afraid of making a mistake. 

Some of us are better at handling this fear than others, but when your job is on the line, you’re usually more afraid. 

I learned this lesson the hard way in some of my early sales cycles against this competitor.

I would try to present my product as the BEST product for the customer.

What I didn’t realize at the time is that not everyone is looking for the BEST product. 

For many people, they’re looking for the SAFEST product.

I lost a few deals earlier on because prospects viewed the competitor’s product as safer.

After that, I knew how to position my product as both the BEST and the SAFEST product for the customers situation and I would win.

- - -

The takeaway?

The question for SEs and AEs to ask is…

“Are we showing that our product is the BEST product for the customer? Or the SAFEST product for the customer?”

Ideally it’s both.

How can I position my product as both the best and safest?

What are some features of the author's competitor?

What are some common psychological tendencies in sales?

A sales leader told me that they could close deals with a "mediocre Sales Rep" and an "elite Sales Engineer", but the opposite was not true (elite Sales Rep + mediocre Sales Engineer). 

I told him that without elite sales reps, you'll never find a deal in the first place ;) 

But it did get me thinking...

Assuming your marketing was actually working, and you had inbound leads, which AE+SE team would you give the leads to? 

You have two options: 

Team 1 : Sales Rep is ELITE  + Sales Engineer is MEDIOCRE
Team 2 : Sales Rep is MEDIOCRE + Sales Engineer is ELITE

???

If "it depends" say why in the comments.

What are the key skills of an elite Sales Engineer?

What are the key skills of an elite Sales Rep?

Assuming marketing was working, which team would you rather have working your sales deals? 

I just had an intro call and a sales leader said his team needs help with objection-handling. Here's my take on objections... 
 
--- 
 
When you get an objection, the impulse response is to try to remove the objection.  
 
Don't.  
 
Objections are discovery in disguise.  
 
A client's objection tells you valuable information about: 
 
-What they think 
-What biases they have 
-What their prior experience is 
-What other competitors they're evaluating 
-What gaps exist in their knowledge of your solution 
 
Would you try to avoid discovery?  
 
No.  
 
So don't squash objections right away because you're squashing discovery.  
 
Instead do one of these things:  
 
1. Ask a question to learn more 
2. If the objection has any weight whatsoever, then follow this formula: 1) agree with the client, 2) validate their point (this will diffuse them), 3) share additional facts and don't use the word "but." 
 
Summary:  
 
Buyers are impatient and don't want to give you time for discovery. Don't throw away objections and squash your best shot at doing discovery.  
 
#sales #presales

How can objections be used for discovery?

Especially liked how you talked about needing to master your own emotions before you worry about influencing others. 

That intersection was so powerful.

Plus, who doesn’t love a good Venn Diagram ;)

Become awesome at sales without being "salesy"

Enjoyed hosting the first Sales Engineers of New York (SENY) event of 2024 last night - this time on home turf at the Amazon NYC office! Zig Kuczynski and I shared some insight on emotional intelligence in PreSales, and how we apply it to the Solutions Architect role at AWS. 

Rew Dickinson from Alpha Presales took it a step further to break down personality types, communication styles, and the power of adaptability in earning trust with your customers. Great session! 

Thanks to all who endured the rain to make it to the event, and to Akshat Srivastava, Owen McClave, and Eric Glick for creating an awesome PreSales community. See you at the next SENY event.

How do you feel when people change the plan? 

It drives some people nuts.

While others seem to love changing the plan.

-

I’m trying to determine variations between:
- Salespeople (AEs, RSMs, Sales Mgrs)
- “Non”-salespeople (i.e. Solutions Consultants, Architects, Engineers)

Answer according to your role:

A) I AM a salesperson and I can’t stand changing the plan 
B) I AM a salesperson and I love changing the plan

C) I’m NOT a salesperson and I can’t stand changing the plan
D) I’m NOT a salesperson and I love changing the plan

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