Todd Busler

Champify

Cold email volume has doubled and response rates are down 40% in just the last 2 years. Outbound selling is becoming less and less efficient for most GTM teams.

However, most companies have built 1000s of fans who are knowledgable, familiar, and supportive of their solutions. Before Champify, it's been impossible to tap into those fans at scale to drive new business and prevent churn.

Champify provides an innovative way to help GTM teams sell more effectively, without spending so much time on inefficient and frustrating cold outreach.

Co-Founder & CEO

Pavilion

Member

Unusual Ventures

Partnered closely with early-stage founders on all things Go-To-Market to accelerate their growth.

Learned how VC works from the other side and got an on-the-ground look at 6 companies grow from idea phase to early revenue.

Operator in Residence

Heap

Led a team of 25+ AEs and SDRs responsible for $15m+ in new ARR annually. 

Made tons of mistakes, learned under great CROs, and had a close relationship with the CEO who took over for the founders.

VP, Sales 

Opened our NYC office based on demand from our existing customer base and prospects. Grew the office from 0 to ~30 employees while consistently hitting Sales goals and overseeing Customer Success and Business Development functions.

East Coast GM & Sales Director

First Go-To-Market hire and AE at Heap (6th Employee). Joined around 300k in ARR pre salesforce, annual contracts, or sales process. I helped closed early deals, built systems, and hired a great team that created a special culture.  

Grew ARR from ~$300k to ~$40m.
Grew ACV from $5k/yr to ~$50k+/yr
Helped grow entire org from 6 to 275+ employees while maintaining a high bar of talent.

Sales

Square

Responsible for training and enabling the sales team on two of Square's recent acquisitions and for gathering, synthesizing, and communicating feedback from the field to the product team.

Account Executive | Product Team Lead

Part of the second class (first 10 total) AE's at Square. Learned how to sell with a group of super sharp people collectively figuring out the sales motion. Due to the SMB motion, got a lot of closing experience in a short amount of time.

Account Executive

Joined SAP's Presales (Sales Engineer) Graduate Academy directly after graduation. Along with 11 other colleagues, I was part of a 6-month, intensive training program that taught me how businesses' operate, how to conduct deep discovery, and how to present solutions effectively. 

At a young age, I had the opportunity to present SAP's solutions to some of the largest companies in the world.

Sales Engineer

Marchel Wealth Management Group

Marketing: Developed and implemented marketing strategies to attract new business and strengthen existing relationships. 

Financial Analysis: Analyzed a variety of investment opportunities for targeted high net worth clients, including stocks, mutual funds, and retirement strategies.

Business Development

I am a passionate and driven leader who believes that the B2B GTM motion is changing dramatically.  I am on a mission to make outbound selling more human, personalized, scalable, and enjoyable for both sides.

Before starting Champify, I was an Operator in Residence at Unusual Ventures, where I partnered closely with early-stage founders on all things Go-To-Market. Prior to that, I was an early employee at Heap, eventually becoming the VP of Sales, where I helped open the NYC office and lead a team of 25+ AEs/SDRs responsible for $15m+ in new ARR annually.

I have a friend who made $3M+ in enterprise sales over the last 5 years. When I asked him his secret, he told me he has 2 unique strengths:

1. He understands his accounts better than the employees that work there (which gives gives him the confidence to cut down his account list)

When he has a conversation with an executive at a target account, they often wonder how he can possibly know so much.

On more than one occasional, they've asked: 

“How do you know this? Were you in our All Hands meeting?”

That's the level of understanding required.

You must understand things like:

- How they earn money?
- How they acquire customers?
- Who is their ICP? 
- What their customers care about?
- What currently presents a risk to their business 
- What are their current top priorities?
- What are their leaders talking about on podcasts? 
- Are any of them highly active on X or LinkedIn?
- What are their competitors talking about that they aren’t? 
- What are industry experts saying about them?

Only with this level of understanding, do you gain the confidence to invest your time in a small number of accounts with the potential for HUGE upside. 

You have to stop trying to appeal to everyone.

You can't do this with 100 accounts.

Big W2s are a result of a small number of high impact bets. 

2. He sees himself more like a Quarterback than a salesperson

My friend explained that he is better than anyone at getting the right people from his company involved in his deals. From the C-suite, to pre-sales, to CS.

This is Internal Selling 101 – why it could be a big win with a new solution, a new logo in a key market, a great case study, etc.

You have to find a way to rally your team around the deal.

You can't win big deals alone.

TAKEAWAY:

If you're an enterprise seller thinking about where to spend your time for the rest of the year, cut down your account list.

Become a true expert in your target accounts business.

Hold off on mindless activity and make a small number of big bets.

Then become GREAT at team selling.

And get your company bought in.

CEO @ Champify | Helping GTM teams turn existing relationships into new business

What is the importance of understanding target accounts' business?

What are the key skills required to be a successful enterprise seller?

How can I make high impact bets in enterprise sales?

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