Jordan Cuthbert

Multi-threading... A skill that's fast becoming the most critical in a sales reps arsenal. Why? 🤔 The market is tough at the moment. 🤔 Buyers are more budget conscious. 🤔 CFOs are asking teams to reduce spend and cut back on investment. 🤔 Prospects that once had buying power and sign off capability now have to get approval from C-Suite. It sounds like an uphill battle 🏃‍♂️‍➡️⛰️ but the truth is, multi-threading is not as daunting as you might think. ⭐️ Here's some tips that have worked well for me in the last 6 months ⭐️ 🗺 Map out your accounts. Org charts are critical for multi-threading. You need to understand who your prospects are, who they report to, and who holds decision making power. Tip - LinkedIn SalesNav let's you build drag and drop org charts! 🗣️ Check with your your champion. Confirm your org chart is correct. Ask them what the process is for bringing on a new vendor. If they don't know, 🆘 they are not a true champion. 📧 Share content early. Begin introducing yourself to key stakeholders quickly. Tip - Connect on LinkedIn with a short and sweet connection request, something like "Wanted to put a face to a name following some great conversations I've been having with (champion name) re (challenge). I'll send over some content via email shortly. I look forward to hearing your thoughts." 🎺 Make sure your content is personalised, engaging, and stands out. TOP TIP - Using a tool like trumpet 🎺 (digital sales room) is a sure fire way to encourage stakeholder engagement. Upload clear and concise value props, how you can solve their businesses challenges, client case studies and more. Ask these contacts to bookmark the page as you will regular update it with content as the deal progresses. And, track their engagement, so you can meet them in the moment. So far, my prospects have been LOVING it! 📞 Pick up the phone. Once you've connected on LinkedIn and sent content, call prospects to ensure that they have seen it. Ask what questions they have and tell them about next steps. By doing the above, when it comes to negotiation these stakeholders will be informed and aware of the entire process to date, and you and your product will be top of mind 🧠 Tenured AE's in my network (I know there are a lot of you), what do you do to successfully multi-thread? P.S. You can guess what I'll be doing in the office today :😉 #multithreading #sales #digitalsalesrooms #dsr #aestrategies

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Is your team not hitting quota? Hiring more sellers won't fix it. You need the data on why, And a solution in place. Maybe you can't figure out the right hires -You need to test for - Will, Beliefs, and Skill Maybe people don't know what to do -You then need to create the right onboarding process Maybe folks are struggling with how to do it -You then need to figure out exactly where and focus there Maybe, just maybe, you have the wrong quota -Have you done the backward quota math to see if quota = your systems? Fact is: Tossing more people into bad systems doesn't work Sales = systems. Not just something you can "throw headcount at." Remember, a single bad hire pays for the investment in ALL systems A bad hire costs that much. Use data to figure out the real problem. Fix the problem. /end rant David out ✌️ 🚨 PS - If you want killer cheat sheets on quota math, process audit, or questions for better hiring, drop a note in chat and I'll send them to you. 👋 If you liked this, give me a follow ♻️ Repost if this landed with you.

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Sales + Confidence = Momentum Confident salespeople: 1. Build trust with customers. 2. Stay in control of the conversation. 3. Enhance the effectiveness of a pitch. Be confident. Build momentum.

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To all SDRs or anyone entering B2B sales, read this post to avoid falling into common traps. 1. The most successful AEs I have met were the best SDRs. 2. SDRs who didn’t excel in the role and are now AEs are still struggling to generate their own pipeline. 3. AEs who skipped the SDR role, often due to an MBA or strong interview skills, fear switching jobs and roles without inbound leads. They’ve never faced the grind of building a pipeline from scratch, filled with rejections. 4. AEs who have never been an SDR majorly rely on their SDRs or Inbound leads from marketing to help them build pipeline and if any Quarter they don't get inbound or enough meetings from SDRs they sh** in their pants. 5. When these AEs become managers, they often question their team—"Where are the numbers?" or "Why isn’t there a pipeline?"—instead of guiding them on building it. Lacking experience in pipeline generation, they fail to lead by example and eventually lose the respect of their team. Learn the art and science of being an SDR and excel at this job at any cost, you will never have to look back or depend on anyone for pipeline EVER. Prospecting and Generating Pipelines is fundamental to Sales whether you are an SDR, AE, Sr Manager, or VP if you don't know how to do OUTBOUND you will continuously live a sales life of fear and anxiety. So SDRs ask yourselves do you want to be such AE and Managers in the future who depend on others to determine their performance and faith or would you like to own your job? #sales #prospecting #outbound #pipeline #sdr #ae #b2b #saas

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Good SDR leaders help their SDRs understand how many calls they need to hit quota. Great SDR leaders enable their SDRs to hit quota with the least amount of calls possible.

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Most sales reps trigger sales resistance. It’s not their fault, but it's their problem. Top 1% salespeople know how to get their prospects to lower their guard. Here’s how to get ANY prospect to open up and go below the surface Scenario: Prospect tells you the problem or emotional pain they are feeling. You: "How long has that been going for?" Follow-up with: "Ok so you’ve been having this problem for the last 18 months. Has that…has that had an impact on you/your business?" They’ll probably say yes in some way. Then, ask this: "Well, in what way though?" When you get to this point, you want to ask NEPQ probing questions. Here are a few: -"Oh what you mean by that?" -"Can you tell me more about that?" -"Can you tell me more about that?" -"What does that means for you when that happens?" -"Can you unwrap that for me?" -"Can you unpack that for me?" When you ask probing questions like these, two things happen: 1. You show your prospect you’re concerned about their problems 2. The prospect will tell themselves how those problems are affecting them This makes closing the sale way easier because they feel so much “Internal tension” from where they are to where they want to be, that they feel massive urgency to want to CHANGE.

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SDR Dashboards - what do you want to see? Gimme your top 3 stats/charts/reports you like to see on YOUR dashboard for pipeline gen. There's the obvious activity levels and SQL/SAL volumes but what else do you like to see.....

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SDRs: When you set a meeting for your AE, it’s like setting up a blind date for your prospect. So get your prospect excited to meet with your AE! Put yourself in the prospect’s shoes. You get a call from someone you don’t know, from a company you haven’t heard of. They do a decent job in the call and you’re intrigued. And then… They set you up for a call with someone else. This process feels like a nurse handing you off to a doctor. Who will then ask you the same exact questions the nurse did. Not a great experience. Let's do better. Here’s how to pull this off: ✅ Tell the prospect what they’ll learn First, ask your AE what prospects learn from their first conversation. This excludes any language about platforms or dashboards. I’m talking education around “why change?” Second, watch a recorded disco/demo from your AE. Or ride shotgun in a few sales calls if your company doesn’t record them. Here’s an example of what this might sound like at the end of a cold call: “I’m really excited for you to meet with __________. You mentioned that staffing welders and figuring out how to automate high mix/low volume parts are top priorities. My Account Executive will walk you through how other manufacturers are solving these two problems so that you’re not having to push back orders. You’ll also walk away with a plan for how you can tackle traditionally tough to automate products.” Don’t mention “demo” at all. ✅ Humanize your AE Talk about your AE’s experience. Hype them up. After you tell the prospect what they’ll take away from the call with your AE, you could end with: “Oh, and ____________ has about 7 years of experience walking the plant floor. Not to mention, he’s had dozens of conversations with Operations leaders in the last 6 months. There are some really big trends we’re seeing and everyone’s dealing with the labor shortage right now. You should get a few ideas you can bring back to your team." --- Lesson here: Take that extra step at the end to talk up your AE and get the prospect excited about them as a HUMAN + what they can learn in that first call. ~~~ This is a great way to improve show rates. Have you tried something like this? #sales #outbound #prospecting

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Ashi from Gong is fast (😮‍💨10k) But not as fast as Gong Engage users when they use Lavender. Access to your Gong calls in our personalization assistant ✅ Access to our coach & "Ashi fast" personalization in Gong ✅ Better 🤝 Faster 3.0 (and so much more) coming soon

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Want to win more of your pipeline? 💰 Multi-thread It’s one of the most important things you can do to help drive urgency in your sales cycle Most mid-market deals include an average of 6-10 DMs Enterprise deals can include upwards of 20+ DMs The trap that a lot of sellers can fall into is over-relying on your champion Champions are great - don’t get me wrong It pays dividends to have a champion but it’s 10x when you have 3-4 champions advocating on your behalf Unfortunately most buyers don’t know how to buy so our job as sellers is to educate our buyers on how to effectively buy a solution to solve their problems & it’s actually pretty simple to do Take a look at your closed-won deals - especially your high value deals Who all was involved? Who is currently involved? What was the buying process like? What unexpected obstacles did you have to overcome? Use this as a roadmap to educate your prospects on how to buy I love multi-threading at the end of discovery in driving next steps (and farther along the sales process as well) Here’s a quick talk track you can easily apply when driving next steps with prospects: “Next steps typically involve looping in ABC partners (this could be higher level DMs in their function or other cross-functional leaders who are involved in the buying process for your service/offering) to discuss XYZ priorities (this should be the key initiatives your prospect is looking to solve/improve/attain in implementing your solution). We want to make sure that we’re all in alignment and moving in the right direction together. We usually see that looping in cross-functional partners early helps us to uncover potential roadblocks that we’d need to account for and improves our collaborative efficiency. What does your buying process look like and who is usually involved? Would it make sense for us to go ahead and loop then in on our next call?” Why it works? 1️⃣ You’re educating the buyer on who’s typically involved with the buying/implementation process at other similar organizations 2️⃣ You’re collaboratively driving next steps and confirming the prospects buying process 3️⃣ You’re using multi-threading as a way to add value (helping reduce unforeseen roadblocks and improve efficiency) 4️⃣ You’re reducing the internal selling effort required for your champion (again - adding value) Expand your reach by broadening your decision-making unit through multi-tasking and watch your sales cycle shrink What other tips do you have for multi-threading within your pipeline? Happy selling, friends!

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Stop overcomplicating outbound. Let me give you a simple, 3-step framework for outbound prospecting. Step 1: Get a list of your buyers with verified phone numbers. Step 2: Call that list and talk to your buyers. Step 3: Repeat step 2. Pfew... that was hard.

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Scaling isn’t about hiring more people. PEOPLE DON’T CREATE DEMAND. Sure, adding headcount looks like growth on paper. But without demand, they’re just added costs—not revenue drivers. Let’s think about this. How many of your reps are consistently hitting quota? Are you maximizing revenue per FTE? What’s happening with activity levels, pipeline health, win rates, and conversion rates? Is there room to optimize? And what about ACV and ARPU? Are you leaving money on the table? Could better automation, smarter AI, or streamlined processes shorten sales cycles? Is your tech stack doing its job, or just adding complexity? (Believe me, it happens). Can smaller customers self-serve via PLG? Is that even a possibility? How are your SDR-to-AE ratios? Is Customer Success stepping in early enough, or just post-sale? Please, please, please: answer those questions before you even think about adding headcount. But scaling isn’t just about zooming into the details. It’s also about stepping back to see the bigger picture. How’s your LTV:CAC ratio? Are your pricing and packaging strategies protecting margins—or eroding them? Is churn under control? How’s NRR? GRR? Are you capitalizing on upsells and cross-sells? Again, how much can you gain before adding costs? Then there’s the market. I know, I know, it's getting longer. But it's critical (and sometimes ignored). Are you nearing saturation? Is there room to grow, or is it time to explore new verticals or product lines? And let’s come back to demand. Really? Really. People don’t create it (yes, I’ve said it before—and spoiler alert—you’ll hear me say it again). Can your inbound-outbound engine scale? Is inbound strong enough to support growth, or are you overly reliant on outbound? Outbound isn’t getting any easier. Without the right balance, more reps just add noise—not results. Are you adding quality behind quantity at the top of the funnel? Is your messaging resonating with ICPs? Are marketing and sales truly aligned to convert intent into revenue? If you’re going upmarket, is your product-market fit proven? Is the whole company ready—not just GTM, but Product, Dev, and Ops? Scaling isn’t about throwing people at the problem. It’s about building a machine that works—and works well. Clear, repeatable processes. A documented, applied enablement strategy. Teams trained and empowered with the right tools and data. And the most important piece of the puzzle: people. They are (by far) your most important asset—but only if they’re set up for success. Diversity, creativity, and motivation within your team is what really drive results. Scaling isn’t just a numbers game; it’s a people game. Are you creating an environment where your team thrives? Beyond the slogan, are you? Fix what’s broken. Optimize what’s working. Empower your people. Then scale. Because scaling isn’t about more—it’s about better.

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December is where most sales leaders fail their teams. Here’s the thing: Treating December as just a mad dash to hit quota leaves teams burned out and pipelines dry when January hits. The best sales leaders? They use December to set the stage for massive wins in 2025. We’ve teamed up with Kevin Meyer, Enterprise Sales Director & Advisor, to dive into the hard truths about what sales teams are getting wrong—and how to fix it. We'll cover: ~ Why December hustle can cost you big in Q1. ~ How to re-engage prospects instead of annoying them. ~ Real ways to energize your team for a strong start to 2025. Have questions about making December work for you? Drop them in the comments, and we’ll tackle them live. Register here: https://lu.ma/6xsyhfrx It’s time to stop failing December and start using it to win 2025. Are you in?

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This is absolute creative gold! Calling on ALL Sales Leaders, BDR Leaders, and sales reps to take a look at this video. 6sense can help you. #Salesintelligence #accountdata #salesai #predictive #accountprioritization #outboundsales https://lnkd.in/gEc_cv5Q

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A lot of people think that marketing is a waste of time and money, these people often take this look of the contribution of marketing to sales. I think the issue is that people often think marketing should increase the number of sales, but that isn't really something marketing does, rather marketing should help increase margins by increasing the perceived value of a product or service vs the perceived cost and risk.

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Hey sales people, here’s when you should question the messaging provided to you. 1. The best reps don’t use it. 2. It’s focused on the company. 3. It’s feature dominated. 4. It’s boastful. 5. It’s not exactly true. What am I missing? Refining your sales messaging can significantly improve your success. Keep searching until you find the right words. #sales #messaging

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Best way to achieve target is to focus on clients with a genuine problem you can solve. Filtering out people who will not buy is crucial to build a realistic and achievable pipeline!

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Most Sales Leaders I speak with each week, tell me that poor discovery is the biggest reason their team aren’t closing enough deals. Here’s four things you can coach your reps to do, to make them more effective at discovery: 1. Start calls by asking your prospect “What was it about [insert problem you fix] that made you intrigued to talk with me today?” If the prospect struggles to give a reason, then create the demand… “In recent weeks, I’ve heard a lot from other Sales Leaders that they are struggling to hit their numbers, and they point to weak discovery as a key reason as to why they aren’t being more successful. Others share that they simply are lacking the bandwidth to improve selling skills in their team. Which of those resonates in your world?” Get into problems quickly. 2. Get your sellers to practice summarising back to the prospect. It’s a great way of getting them to process what they’ve heard, and to invite a prospect to share more: “So just to clarify what I’ve heard there. You mentioned your big goal this year is to achieve 20% growth in revenue, and that ultimately this is key to unlocking Series B. You did mention though that your team’s win rate has dropped since the start of the year and this is starting to become a bit of a concern in achieving that big goal. You also mentioned you had invested in some external sales training for MEDDICC last year but it hasn’t had the desired effect. What did I miss there and is there anything else that would be useful for me to know?” Summarising makes prospects feel heard. This tactic also almost ALWAYS ends up with them sharing more. 3. Get your sellers to go beyond the surface level pain, by using seven magic words ‘typically when I hear that it means…’ “You mentioned that you’ve observed on sales calls, that your team aren’t asking relevant questions to prospects. Typically when I hear that it means they end up with stuck deals that don’t progress or losing deals they should be winning. Whats happening in your world?” This is a great way to get prospects to take you to big business problems, and away from surface level issues. 4. Get your sales team to share the alternative way of solving the prospect’s problem and why it MIGHT be a better solution in some situations, rather than spending money with you. “One way you could solve this problem is by doing the coaching through your Sales Enablement function. This might be a good solution if they can dedicate at least 2/3 of their time to coaching 1:1, that they are highly skilled at coaching, and that they can separate skills development from things like product training. Is this a feasible option for you?” Get your prospect to validate whether another solution is an option, whilst altenratively getting them to see that it’s likely not going to cut the mustard. Bottom line is - finding the time to do all of the above regularly is tough as a Sales Leader. That’s why MySalesCoach exists.

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Everyone in your revenue org has a different view of what's going on. Learn how to leverage it: VPs: “We’re tracking behind on our Q3 revenue target. We need to increase our ACV by doubling down on Enterprise opportunities.” Sales Managers: “We’re tracking behind our Q3 revenue target. We don’t have enough opportunities to double down on. We need to increase our outbound activity to drive pipeline.” Account Executives: “I’m behind on my Q3 target. Building more pipeline isn’t going to help me this quarter. I need to close at least 50% of my open opportunities to get back on track (even though my average is 25%).” Same Problem. 3 Completely Different Approaches. If you work in revenue enablement, you have the unique opportunity to be a bridge between team members at every level. Here’s what that sounds like… To VP’s: “If we want to increase our team’s ACV by moving up market, we’ll need to audit how we qualify opportunities and make sure we’re getting the right stakeholders involved in discovery. Do you have time to collaborate on a new rubric for our SDR’s and AE’s to qualify champions? I’d expect this to take about 3 months before we start seeing consistent results. Is there any opportunity to focus on mid-market win rate in the meantime?” [Once approved, go to your sales managers] To Sales Managers: “I understand we need more activity, but until our reps are identifying the right people to get on a call, it’s going to be wasted effort. Leadership is working on a new qualification framework for next quarter, but in the meantime, you can still hit your target by focusing on moving more of your existing pipeline in S2 & S3 into later stages in the sales cycle. What are some high-value deals that you feel are stuck right now?” [Then, go to your reps] To Sellers: “Your managers have identified some deals that are stuck in the early stages of the sales cycle. In the past, I’ve noticed you tend to use discounts as a lever to push deals through faster. How would you go about advancing these deals if you weren’t able to discount them at all?” By taking the time to listen to different perspectives from across the org, Enablement becomes a force multiplier that get’s everyone moving towards the same goal.

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