Richard Chen’s Post

I'm currently hiring for a Rock Star Channel Manager covering NorCal, WA, and OR. I would prefer the person sit in NorCal but not a requirement. We are building something special here at NICE. The cultural and team we have is something so special. Everyone talks about cultural and I would put ours up against any organizations channel program. This truly is an amazing opportunity. If you know of an A player, that fits the criteria below, I would love to talk with them. At a minimum, liking, commenting, and sharing this post helps out a lot. Requirements: Driver who is hungry Strong CCaaS relationships in those states Understanding of CCaaS and not afraid to demo/present Driven by making money Team player who wants to learn and grow their career Coachable - no matter how long you have been doing this for Competitive What you will get from me as your Manager: Someone who fights, trusts, and believes in you Quotas and compensation, I don't mess around when it comes to this. It's make or break for people. Give you freedom to be the CEO of your region I will hold you accountable and in turn you do the same to me I will coach and help you grow your career Escalations - we will tackle hard things together I will take the blame before I put it on you We win or lose together

Job changes are always a thing. M&A is always a thing (and ramping up). With that, losing a champion can be a real blow for an account team and especially those in customer success / account management. You've spent tons of time building that relationship, goodwill and value... But, If you’re not multi-threaded, you may be toast or find yourself with a new contact who prefers another solution (also toast). When your key contact leaves, don’t panic (maybe a little). Instead, reach out to other stakeholders that have been involved and make sure you're aligned. If you have not met some others that are involved, now would be the time to introduce yourself. Understand the new landscape—who the decision-makers are and their priorities. Reinforce trust by showing your commitment to providing value, regardless of who your main contact was. Share insights and offer support. Getting on site might also be warranted. Focus on building relationships with multiple people in the organization. A multi-threaded approach is essential and can save you a lot of stress when that main POC takes a new role/job. #customersuccess #accountmanagement

If a sales rep has been in an industry for a long time, is it a guarantee that they can be successful in another company? It's a common assumption that when someone has spent a significant amount of time in a specific field, they automatically excel at it. As someone who has interviewed numerous sales candidates throughout my career, I've discovered that this belief can be misleading. There are multiple factors that contribute to being a successful salesperson, and simply having industry experience isn't enough. My past manager told me that hiring a super experienced sales rep may carry bad behaviour from their previous company. Something to beware of. On the other side of the coin, companies often overlook a critical aspect: the quality of the onboarding program. Regardless of a salesperson's expertise or previous track record, their success or failure hinges on how well they are onboarded into the organization. In other words, getting the onboarding process right is essential for achieving sales excellence in your company. What does your sales operating model look like? Hopefully as good as this Sarawak laksa.

The hunter and the farmer. 🏹🪵~🧑🌾👩🌾 A classic analogy for new business partner managers and account management partner managers. Many partner managers get to a point in their career where they have maybe worn both hats and then decide which lane best suits them when they get to a certain junction point. _______________________ 🔸From experience, some of the best hunter partner managers I have encountered are those that have moved across from direct sales roles and some of the best farmer partner managers have moved across from direct to customer account management roles. 🔸I’ve also worked with some amazing partner managers that have worn both hats seamlessly and to great success. They tend to be less common though, as most steer towards a certain side of the fence. 🔸The approach to different partnerships roles varies from one organisation to another, but I tend to see the trend of splitting out new business and managed in the main, as opposed to the hybrid model. 🔸Should all partner managers try both lanes at some point in their career? _______________________ I’m keen to hear from my network on your thoughts and experiences in this area.👇

What exactly are we doing here?!? “This position has no direct supervisory responsibilities“ A VP of Sales that manages no one and is not part of designing the sales strategy is a sales rep… My point here is that in todays business world titles are out of control. It’s our responsibility to title positions appropriately and to look deeper as hiring managers than the title that is being presented. 🎸🎸🎸

An account manager is important because they serve as the primary point of contact between a company and its clients. They build and maintain relationships, ensuring client satisfaction, retention, and often upselling. They understand client needs, manage expectations, and coordinate with internal teams to deliver products or services effectively. Essentially, they are vital for fostering long-term partnerships and driving business growth. #LPU career planning

Opportunities with Qvale Automotive Group

Who makes a better product? The Product Manager or the Sales Manager? During my three years at Refrens I’ve worn many hats and talked to all kinds of clients. But one of the coolest parts of my job has been getting involved in product development, even though I’m a Sales Head. At Refrens, we’ve got this awesome culture where everyone chips in to make the product better. Our product managers understand that balancing revenue goals and user experience is the key and work closely with the sales team to nail it. It’s not just encouraged—it’s how we roll. Recently, our sales team pitched a feature that we thought would drive a lot of revenue. Despite having other features on deck, this one got fast-tracked. Why? Because there’s a solid trust and collaboration between the product and sales teams. The result? A noticeable jump in product revenue and better conversion rates. Proof that our approach works! This experience has shown me that the best products come from combining different perspectives and shared goals. Here, being a Sales Manager means being a part of the product’s journey from idea to launch. When you’ve helped shape the product, selling it feels natural. Huge shoutout to my team and the product team for an amazing week! Here’s to more great collaborations ahead! Naman Sarawagi Rushit Pandya Mohit Jain Ankit Umak Roshni Chhabria Amitkumar Maurya Sahil Vhora Kartik Pillai

Why do some sales teams consistently outperform others? It's not just about the individual talent within the team, but rather how each member's strengths are harnessed and aligned towards a common goal. High-performing sales teams have a few things in common: unparalleled product knowledge, a keen understanding of their customer's needs, and an unbreakable team dynamic. But here's the kicker - these attributes don't develop overnight. They're cultivated through strategic hiring, ongoing training, and fostering a culture of continuous improvement. So, when you're building your next sales team, remember that the magic isn’t just in recruiting top talent, but in how you bring out the best in them together.

𝐓𝐡𝐞 𝐑𝐨𝐥𝐞 𝐨𝐟 𝐚 𝐊𝐞𝐲 𝐀𝐜𝐜𝐨𝐮𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 𝐢𝐧 𝐚 𝐂𝐨𝐦𝐩𝐚𝐧𝐲 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 A Key Account Manager (KAM) is key to keeping clients happy and business booming. 𝐇𝐞𝐫𝐞’𝐬 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐝𝐨: 𝐁𝐮𝐢𝐥𝐝 𝐒𝐭𝐫𝐨𝐧𝐠 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬: They make sure our top clients feel valued, creating strong bonds that last. This helps us know exactly what our clients need and when. 🤝 𝐁𝐨𝐨𝐬𝐭 𝐒𝐚𝐥𝐞𝐬: They focus on our most important clients to make sure we’re making the most from these relationships, whether it’s selling more or finding new ways to help. 𝐁𝐫𝐢𝐧𝐠 𝐂𝐥𝐢𝐞𝐧𝐭 𝐈𝐝𝐞𝐚𝐬 𝐁𝐚𝐜𝐤: They listen to what clients want and bring those ideas back to our team. This helps us make products that people really want. 🎯 𝐊𝐞𝐞𝐩 𝐔𝐬 𝐒𝐦𝐚𝐫𝐭: They watch out for any changes or challenges in the industry that could affect us, making sure we’re always a step ahead. 𝐊𝐞𝐞𝐩 𝐂𝐥𝐢𝐞𝐧𝐭𝐬 𝐇𝐚𝐩𝐩𝐲: Their main job is to make sure our clients are satisfied because happy clients mean more business and a great reputation. 😊 𝐈𝐧 𝐬𝐡𝐨𝐫𝐭, Key Account Managers are our client champions, making sure our most important customers are always a top priority.