Chief Revenue Officer demonstrates how to attract and retain ‘A’ player talent.

Eric Janssen - Chief Revenue Officer - Intellitix

 

 

 

 

 

Joining us for today’s show is Eric Janssen, a Chief Revenue Officer who knows how to build a team to make the number. Eric is a success story having served as the sales leader for several successful emerging growth companies.  I can’t think of a better guest to demonstrate how to build and develop the right team within a rapidly growing company to make your number.

 

Today’s topic is focused on talent and we are going to demonstrate how to attract and retain ‘A’ player talent. This is not a trivial matter since ‘A’ players typically generate five times more revenue than ‘B’ players and 10 times more revenue than ‘C’ players. It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Eric leverages the How to Make Your Number in 2018 Workbook to answer questions from the People Plan section of the Sales Strategy.

 

Helping me with our demonstration is Eric Janseen, a partner and the Chief Revenue Officer for Intellitix. If you’ve attended a large music festival or sporting event, you have likely experienced Intellitix technology.  Events as such as Tomorrowland, Coachella, and the Ryder Cup are powered by Eric’s company. Intellitix makes the guest experience more seamless for over 20 million fans a year by layering ticket-less technology into the event.  They are best known for putting your ticket and wallet onto a single wearable, typically a wristband.

 

Eric is uniquely qualified to speak on this topic with experience building teams and crushing his number year after year in emerging technology companies. 

 

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Why this topic? Relying on the heroic efforts of a few eventually catches up with you. When 20% of your sales team produces 80% of the revenue, something has gone wrong. The labor expense associated with the sales team incurred by the company has to be justified or headcount reduction is warranted. Tolerating under-performers and hiring mistakes and very long new hire productivity cycles all lead to missed revenue targets and typically also lead to job loss for the head of sales.

 

Having a great product is table stakes and is not going to sell itself.  For an emerging technology company the dependence on talent is high. In the first segment, we discuss Eric’s business and particularly the reason why we have Eric on the show today is because he’s an owner and leading the sales team of an emerging growth company. The challenges you have in an emerging growth company are very different than the challenges that you may have in a Global 2000. 

 

The second segment is an overview of how Eric makes a new hire productive. Eric throws them in the field to get them out actually doing the work of helping to put one of these events together. This gives the new seller the context and expertise to speak about what it takes to the target audience.

 

Eric discusses how to address poor performance in the final segment of the show.  Eric outlines a development plan and how he builds ‘A’ player talent for his company.

 

Have expectations gone up and left you wondering if you can make your number? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:

  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job

     

Sales Revenue Growth

ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior joining SBI in 2009, Matt spent eleven years leading sales and marketing team teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

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