Hiring Business Development Representatives, Skills, Experience, Ramp Time, and Aligning with Sales

Hello and welcome back to our next
episode of Un-Missed Connections I’m Chris and I’m very lucky that Frank Yacano
in here our Director of Business Development Frank has been working with
us for about three years and today we’re talking about all about building your
business and working with business development Frank now you’ve worked in
sales for like over 25 years yeah I’ve been in the Greater Boston area since I
graduated from college I had a technical degree and I decided I wanted to go into
the high tech business and pretty much been in the software industry for the
last 20 years now what I did want to ask at least getting into this let’s say
you’re stepping into a new role you’re your director business dev at a company
you’ve got a clean slate you need to bring in 10 to 20 new
business development reps what are you looking for in those candidates so
before I go into the details of what you’re looking for the first thing you
got to do is you got to examine what type of a role this person’s gonna play
in the organization are you looking for more senior people more junior people
are gonna be they’re gonna be doing a lot of outbound calling they’re gonna be
doing a lot of inbound calling are they handling a very large complex enterprise
sale or are they handling a more transactional sale so you look at the
average sales price you you look at the product and how difficult the ROI is to
explain and you look at the length of the sales process and you make some
determinations along with your manager and and the people who owned the purse
strings in the department so once you’ve decided hey I want a mix of a couple of
juniors a medium and a few seniors or I think that this position should have six
seniors you make those decisions ahead of time and maybe you you adjust them a
little bit if you get stellar candidates coming from one of the other places so
let’s talk about the three basic types of people that you might look at for a
BDR position the first would be essentially someone coming right out of
college in that case your expectation generally for the organization is we’re
looking to bring in more junior people who have an opportunity to grow within
the company a lot of these people would have an expectation that if they did
well as a BDR they could eventually move into an AE position then you’re looking
at people who essentially have never done the job before so what kinds of
soft skills are you looking so on a resume I would be looking for
something that told me that this person had lived with objections some some time
in one of their career choices or part of their history so you might say well
they’re right out of school how could that happen well I’ve interviewed people
who have done a lot of fundraising for their college and believe me fundraising
is a lot of telephone work yeah it’s a lot of getting knows and it’s kind of a
hard-ass right yeah asking for money is very difficult to do other people may
have worked for a car dealership or maybe they’ve worked for a gym and had
to do membership so it doesn’t have to be a solid job but to me I’m looking for
people that have exposure to getting a lot of nose and and understanding you
keep going until you get the yeses so that’s kind of the resume and then and
in the interview what I’m looking for is somebody who is attentive a very good
listener understands how to recap the information that I’ve given to them so
that I understand they understood it typically you’re also looking for
somebody who has quite a bit of tenacity some of the things you might look for is
did they play sports were they the type of person that that really refuses to
lose and would do anything they could to win and then I think that I think that
that’s a potentially a very good candidate and then you look to see how
articulate they are and how quick they might be on their feet so that’s that’s
the junior person coming right out of school I found one of the sweet spots is
actually someone that’s been a PDR from a year maybe a year and a half maybe a
little bit less and if you find a person that has stuck it out for about a year
maybe other people in Department I’ve already left you know they have that
tenacity but they also feel as though the company is not supporting them in a
manner that that they should be supported that
can be a great great candidate mister you’re looking for that competitive
drive someone who likes you know competing who has fun just in the
competition whether they win or lose are still willing to keep competing a trip
yeah the the whole idea of trying to win and and the the journey being as
important as the result hey most of its journey people so you’ve got fresh out
of school you’ve got the person that’s got about a year’s experience and then
you have what you might consider a a DDR lifer career BDR someone that’s worked
in be dr space long enough to understand it fits them and that person typically
within your organization is not expecting to move up maybe into a
managerial road or role or a lead BDR role so even if we do need to look at
your organization to decide what career path exists what makes sense for the
company and it’s also going to make sense for this new employee three
buckets of people always looking for people who are quick on their feet very
good listeners and an acid so it’s tenacity that’s it can actually is
really key it’s in the heart yeah so you’re bringing on your team members
we’ve spoken about the ideal candidates based on the either the company the
products that you’re selling the deal sizes what’s next for ramp up what are
you looking for bringing somebody on board how fast do you expect to get
somebody from day one green into on the phones actually talking to prospect in
our organization we feel as though about a three-month ramp up is appropriate so
within those three months in the first month you’re essentially teaching the
person the ROI arguments why somebody would want our product and at the same
time you’re teaching them about your tech stack how are the leads coming into
you what is your responsibility in terms of choosing outbound are you doing
outbound work so that first month is really spent trying to get their feet
under them in terms of the organization making sure that that they can
articulate the the products value with that junior person I probably wouldn’t
put them on the phone really until about the third or fourth week and I would put
them on the phone with some some company
leads that are very old leads that we wouldn’t expect to get much from maybe
they’re smaller than our target market we would love them to have some
conversations and get something out of it but really it’s practice that
intermedia and more senior people they got on they get put on a little bit
faster track as long as I know that they understand our return on investment and
they can articulate in a professional manager manner manner they’re not
embarrassing the organization by what they say yeah they’re nice you click on
their feet it’s very important that that whether or not we get a chance to speak
in detail to this person it is the first impression they have of your company so
it’s very important that they are able to professionally present it we all know
that bad news travels a lot faster than good news so if you have a very poor
interaction with the prospect ten people are going to know about that you have a
great interaction on the prospect only that prospects gonna know about it so it
really is important so during the three-month period I expect no quote on
the first month half quota on the second month two-thirds quota on the third
month and then by the fourth month the hope is that they would be on folk quota
and be a full-functioning be beyond that’s fantastic and it’s a great I mean
90 days is fantastic to get your quotas fully wrapped up you know you know an
organization the way it works you’ve got your your business development team your
sales development and you pair them or we have them you know front lining the
Account Executives to build the relationships with the customers how do
you facilitate that relationship how do you help strengthen that relationship
between the BTR’s and the AES it gets to a point they’re working very closely
together there’s going to be a lot of deals are gonna be working with and
they’re both going to be compensated on how successful those deals are yeah in
various organizations be DRS we’ll roll up through the marketing and in other
organizations BD up BD ours will work roll up through the sales organization I
haven’t found that it makes a big difference in terms of the efficiency of
the BD are a relationship it’s important that the BD r get accepted opportunities
not just meetings for their AES accepted opportunities basically means that the
AE has decided this is worth their time and they’re gonna take it on and try to
try to close this sale yes so let’s talk specific the first thing that you want
to do you want to set up a weekly meeting
between your BDR and your AE and typically with a new person a new BDR
I’ll sit in on that first meeting second meeting and there are two areas two
areas that the BD RS and the AES really need to be aligned the first area in our
company and again I think in a lot of companies is deciding if the
organization does outbound work what kind of accounts does the AE field
within his territory have the best chance of turning into an
opportunity in some organizations the AES will know their territory very very
well and they’ll be able to give great guidance to the BER and say you know
this type of company with these kinds of titles really is our best shot they
should be this this size they should be in this vertical market other
organizations via AES have quite a large swath of territory in that organization
with the large enterprise sales and you know typically the BDR is going to do a
full bank qualification so I want them to have that conversation I want to sit
in on that conversation I want to make sure that what the AE is telling the BTR
does fit what I’ve told a BTR what my manager expects out of my BD are and and
to be quite honest with you there can be issues there can be issues where the AE
has one expectation but organizationally we have another expectation I don’t want
that to follow on my BTR particularly a junior BTR that’s for me to take upon
myself speak to the sales manager speak to my manager work something out that
works for both parties frankly it awesome insights on how to build find
those candidates bring them in help them get ramped up you know and then also how
do you actually align them in the organisation to help make those sales
with the Account Executives we’re gonna come right back into a second part where
we’re actually going to talk about what you do to enable these team members what
are the types of tools you think you should be recommending training
intervals things like that how do you actually enable that business
development team catch us here on episode 2 of this interview coming up
right now thank you very much pres appreciate it great thank you

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