The AI Sales Revolution: Why B-Players Won't Survive the Next 3 Years | Daryl Weldon

Speaker A: Sales leadership is about just clearing a path. How can I make this an autonomous process for you? How can I clear the friction so that you can run. Here's the guardrails, off you go. You know, and just do what you need to do. And I'll just keep coaching you along the way, but you just. Off you go. Make it happen.

Speaker B: Welcome to Revenue Insights. We're joined by revenue leaders from some of the highest growth companies. Together we explore how they built their revenue teams, the journeys they've been on, and the lessons they've learned along the way. Revenue Insights is brought to you by ebsta. We're an AI first revenue intelligence platform designed to help you close more deals, retain more customers, and forecast better. Enjoy the podcast.

Speaker C: So hello everybody and welcome to today's edition of the Revenue Insights podcast in, uh, association with ebsta. My name's Adam Roberts. I'm the global sales director at ebstar. Um, I'm sat here replacing Guy Rubin, the usual host today. Um, I'm very lucky to be here with Daryl Weldon, who is the vice president of sales for a business called Verasys. Lovely to see you today, Darrell. Um, look, uh, there's no person, uh, in, in this conversation is better to introduce themselves than you, so perhaps you could just spend a couple of minutes telling the audience about yourself, um, and a potted history of your career.

Speaker A: Yeah, Excellent. Thank you so much. It's a pleasure to be here today. So, yes, as you said, my name is Darrell Weldon and, and I am the VP of Sales at Verasys. I, um, focus on the pharma and pharmaceutical markets and um, let's see, so my career, um, well, I'm a clinician in physical therapy and practiced for a number of years before I moved into, I'll say the dark side. Uh, at the time that I moved over to the sales arena, it was considered the dark side. Uh, but I moved to the pharmacy. The pharmacy, um, side of the business, um, in pharmaceutical sales, uh, God, after I think about 10 years of practicing, uh, full time and you know, I was in pharmaceutical sales for think eight years. Um, you know, I moved up the ladder for, you know, uh, into, you know, from being an individual contributor, sales trainer, and then went into management training and then moved over to tech sales and moved up the ladder, uh, from bdr ae, um, and then to having my own teams and really in healthcare tech is where I found that's what I love to do. I've been in, um, startups and I've been in large Companies, Um, but really my passion is in healthcare tech, um, really all tech that is improving patient care. So. So, you know, that really is the trajectory of where I started and where. Where I am now.

Speaker C: Amazing, amazing journey. My wife actually is a clinician, and we talk regularly about, um. There's a lot of similarities, uh, or, um. There's lots of crossover between being a clinician and being a salesperson. Right? Like, you have to identify pain, you have to understand the root cause, you have to qualify, you have to question, um, and then you. You kind of prescribe a, uh, a treatment or a. Or a solution to the problem that the patient's seeing. So really interesting to see you make the transition from, uh, clinician through to sales. And there's a lot of similarities there. How do you look at. How do you look at that transition and what did you take from, uh, your clinician days?

Speaker A: It really is, um, a whole lot of similarities. And it's funny because when I did it just. It's great that you and your wife have those conversations, because when I did it, it was like, oh, my God, you're. What are you going to do? You're going to. You're going to do sales? That's crazy. You know, but it seems so. It seems so very much the same to me because, you know, the day that I realized that I wanted to do this was, you know, I had had a scenario in which I was working with some patients and they needed something that financially it wasn't possible. And I decided that I was going to reach out to the manufacturer and work to have the manufacturer donate the. This. It was seating systems for their wheelchair. And, you know, I worked out a deal with the manufacturer, uh, to donate the systems, you know, in exchange for, you know, and all, you know, basically it was. I negotiated a deal with them and, you know, for a case study and all these other things. And it was at the end of the deal and this. The patients got the seating systems. And I was sad that that project was over, and I was like, wow, I really want to do that. You, uh, know. And I'm like, what is that called? You know, and I had to ask people, what is that called? Because in order to do that, I had to sell, you know, the whole process. I had to explain the pain and explain to other people and get agreement and, you know, diagnose and, you know, get the value proposition across to so many different, you know, um, folks and get that resonating with, you know, all the different stakeholders and get agreement and then get a Contract, essentially, you know, and I was like, what is that called? And someone's like does sales? And I'll say, oh, I didn't know that. You know, I've been, I've been on this end my whole life. I had no idea. And, and I was like, well then that's what I need to be doing, you know, uh, because it was such a big charge, you know. And so that's actually, that was when I realized it, you know. And so really that's how you know, that's the whole translation is having that credibility, having that consistency, being that you know, that consultative approach, um, no matter who you're selling to is really, you know, provider leadership, but really just all, all in on that value prop. Understanding the pain, knowing how to diagnose, understanding what you know, how to sell it to them in language that they understand, but understanding your solution and translating that information in a, in a way that makes sense so that they, you know, that their pain is relieved, you know, and, and you can get your um, you know, what you're trying to do across.

Speaker C: There's amazing, amazing similarities and um, really, really interesting to hear from a, from an alternative viewpoint. So yeah, you're a three time VP Sales now, right? So what initially drew you to sales leadership? You were a clinician, you then spent, you went up through the ranks. BDR AE 3 time VP of Sales. What drew you to sales leadership? Um, and how did your early career kind of shape that ah, approach.

Speaker A: Yeah, no, that's a great question and I'll tell you. My first um, into sales as I mentioned, was in pharmaceutical sales. And my, I was very, very fortunate that my first sales leader was a former teacher. And so he was phenomenal at you know, just obviously teaching. And I say obviously it's so important that you're constantly coaching but doing it in a way that is empowering, that is autonomous, that is encouraging, that is, you know, uh, that is leading not, you know, in a condescending, you know, not is not that is taking away, but that is pushing forward and it really is so important. And that is what facilitated me wanting to move forward constantly. You know, I'm a creative seller, I love to just come up with ideas and problem solve how to get something done. And he saw that and he was like, absolutely. What? How do you want to do this? Uh, oh great, well let's do that. You know. And he facilitated that and encouraged that and because of his encouragement it makes, it made me want to do that same for others. And so when I have um, When I've come up through the ranks, I've seen different types of leadership and the ones that create small voices and the ones that create big voices, you know. And I love to be part of the teams that create big voices, you know. And that's, that's really what made me want to be in sales leadership because there's so, there's so much noise and really it's about, for me sales leadership is about just clearing a path. You know, let me, let me just clear the path for you. What else can uh, how can I make this an autonomous process for you? How can I clear the friction so that you can run. Here's the guardrails, off you go, you know, and just do what you need to do and I'll just keep coaching you along the way, but you just. Off you go. Make it happen, you know.

Speaker C: And that's why this episode is sponsored by mailtrap, an email delivery platform built for product companies that send at scale. Go for high inboxing rates. Try today at mailtrap IO. Absolutely. I was having this conversation the other day and everybody's. I think most people have been, have experienced multiple styles of leadership and multiple types of leadership and uh, both good and bad. And I think, you know, I have personally and I try and model the good leadership and want to make kind of create that environment and I think I kind of resonate, resonate everything that you said there really resonates. What are some of the things that you do to kind of cultivate high performing sales team? Because in the same light we're in sales because we need to hit a number and that number is driven by, you know, external growth ambitions and we have to manage being a good, empathetic, compassionate leader with at the alt, at the end of the day hitting a number and you know, that tends to come first. How do you balance those two kind of conflicting things and create that environment while making sure that you're hitting the number.

Speaker A: A couple things. So there's, you know, there's the team that you acquire and then there's the team that you hire, you know, and so there's a couple. So blending those two things together. So in general developing a high performing team. So you know, there's the KPIs, right? There's. I want to make sure number one that we always have clarity and competencies. Right. So here's the KPIs. This is what we have to get to. This is what it. These are the expectations and we have to get to these. So I'm crystal clear about what we need to get to, but this is how we're going to do it. Now let's figure out how we're going to do this together. So we need this, this and this and this. So let's figure out what do we need. So let's go backwards. Okay, so here's our goal. How are we going to get there? And we do this as a group. We do this individually, you know, and then we map out the steps in between, you know. So, um, physical therapy, right? So we've got our long term goals and we've got our short term goals, right? And so it's like, and then these are, these are our daily treatments, right? So it's like, how are we going to get there? Right? So it's like, it's all the pieces that just keep coming back to my clinician days. So we get our long term goals, our short term goals, and then our daily treatments to get to, to achieve our goals. It just keeps coming back. So it's, you know, all the pieces in between and then it's, you know, you set up all the feedback loops, right? So it's the pieces of um, the dashboards, right, the team dashboards, the individual dashboards, the one on ones, all of the meetings that need to happen. So I'm crystal clear about deal reviews. Um, one on ones. You know, all the different meetings that we have, they have different purposes. So I want to make sure that, you know, we're keeping church and state separated, right? So it's like deal reviews are for deal reviews. One on ones are uh, for one on ones. And I don't want those, you know, the, I don't want to blur the lines on what everything is for because it's important that we keep things separated, right? So it's like when we're going to deal inspect, we're going to deal inspect. I want to make sure that we have the time to go through and discuss and set. Okay, what now? What do you think we should. What would be a good next step here and how can I help you progress that? So today, why aren't they signing a contract today? Okay, so, so what I hear you saying is this is a blocker. Okay, so how can we get over that? Okay, so let's go backwards. What do we need to do to get past that? Okay, next deal. You know, so I don't, I don't want to detract from what the purpose of this meeting is. So then on, uh, our one on ones, we're talking about Very specific things. How. What would you like to grow? How would you like to. So when we were doing our deal review, I heard you were struggling on this. Would you like me to set up some time, you know, or would you like to, you know, have more training on this, you know, that sort of a thing? So I want to make sure and do those pieces so that we have. We're constantly learning, we're constantly growing, we're constantly, you know, all of these pieces are in place.

Speaker C: Yeah. Couldn't agree more. So important to respect other people's time as well as a leader. I think you can't.

Speaker A: You, You.

Speaker C: If everybody, if you're consistent and everybody knows what they're going to get when you show up and you show up for the one on, um, one with a very different, with the right agenda and a different agenda to a pipeline review, you get a lot of respect, uh, and you get more out of those sessions. Couldn't agree more. How do you, um, balance. You mentioned at the start, you talked about KPIs, and, you know, we've got to hit this. We, we do have to hit this number. We live in that capitalistic world, all of that kind of stuff. How do you balance those? Making sure that we're hitting those KPIs, um, but making sure that the team are focused and motivated towards those rather than kind of facing burnout.

Speaker A: You know, it does get difficult, right? Because, I mean, sometimes there's. There's circumstances that, um, that impact the team. Right? So, you know, and we need to attend to those pieces. So, you know, there's very specific, um, items that, you know, we all need to talk about. And we have, um, we're making. I make sure to measure the right things, you know, um, leading indicators, you know, pipeline, coverage, activity, quality, deal, velocity, things like that. Not just bookings. Right? And so I want to make sure that I'm differentiating between coaching and inspecting. Um, I want to make sure that I'm understanding their data. I want to make sure that, you know, we're looking to see what we can improve, celebrating efforts and small wins, keeping, um, you know, making sure that the culture of the team is supportive. Right? And so that's one of the things that I focus on when I am, um, when I hire is. Is that I'm building a culture of support inside of the team itself. And so when I'm hiring, I make sure that everybody understand that I want the team to be able to lean on each other for, you know, hey, I'm struggling with this in My deals. Is anybody else having that as well? How do we, how have you found success there, that sort of a thing? Um, you know, I don't ever want to sacrifice, you know, the team trust for short term gains. And so I want to make sure that the team has each other to lean on, you know, at all, you know, for those pieces. So I think that that helps a lot in, you know, in helping to prevent.

Speaker C: Yeah, trust is so important.

Speaker B: Right?

Speaker C: I 100% agree. I had a really interesting conversation yesterday about trust. And um, it's, it's, it's a really important thing to cultivate and if you can get it, you get a lot more out of your team, I think. Um, so you've been three time VP of sales, you've worked in smaller businesses and larger businesses. How do you see the dynamics shifting in team management and building trust and building the right environment as organizations scale?

Speaker A: I think it's getting, um, more difficult to get that team environment. Um, it's becoming, the expectation is getting harder to get that piece together. You know, it's, it's one of those things when the whole remote piece was relatively new. Now sales has always been a remote piece. Right, but it was remote to the extent where we were on, uh, you know, we, we would go on site for visit for meetings and, and whatnot. And really on site meetings have become fewer and fewer as that has become, you know, fewer and fewer over the years now since, you know, since COVID it really is becoming less and less of a unit. So it is getting more and more difficult to become a unified, um, to get that mindset as a unified front, you know, And I think that it is, um, a little more of a struggle, you know, to get people to understand the importance of it until they actually need it. And then they're like, okay, I get it, you know, you know, and um, but saying it up front, everyone goes, oh, culture, you know, and it's like, okay, don't old culture me until, you know, it's like, trust me, there's going to be a moment when you want this.

Speaker C: You know, where do you look as a leader, uh, for your own personal development and training? We see it all the time, right. You know, tends to be the, the best performing rep gets promoted to a leader. And it's a completely different skill set, completely different, um, mindset as well. So where do you go to look for your own personal development and how do you think about improving your leadership skills over time?

Speaker A: Yeah, no, that's a great question because, you know, it's There was a time, you know, when you were mentored, right, like there was. You could actually get on the job mentoring to become a leader. And that's far and few between now. Um, and it's why I'm a member of. An executive member of Pavilion, because I wanted to make sure that not only, um, did I stay sharp on my skills, but new skills, right? So, like, where I'm working right now may not be, you know, the forefront of something else. And so I want to make sure that I don't miss something else because I am focused on this vertical right now, you know, So I just want to make sure that I'm always aware of all of the pieces. And so, you know, that's why I'm part of, um, an executive member of Pavilion, because, you know, I get all of that information as well as part of, um, you know, women of Pavilion, uh, you know, that it's just there's so much information that is available and, you know, the education component alone is well worth it.

Speaker C: Yeah, Pavilion is a great community. I'm also a member, um, abster. Um, very familiar. We run a benchmark report in. In conjunction with Pavilion that we publish every year. So absolutely great advice, I think, for any. For any listener. If you're not already a member of Pavilion, go check it out. It's. It adds so much value to me and, and clearly to you as well. Daryl. We're going through transition at the moment, right? The. The. The world is changing. The world has changed, right?

Speaker A: In.

Speaker C: In a number of different ways. You know, the last decade has all been about, uh, growth at all costs. We've had cheap money people, uh, money. Money was spent, you know, buying revenue. Revenue today was valuable. Whereas we kind of been through that era, and we now live. Live in this era of profitable, efficient growth where we need. We need to make sure that we're being as efficient and as effective as possible. Um, we've also got the advent of AI. How do you think about leadership and transitioning those challenges? And, um, what are some of the things that you deploy? What are some of the tactics that you deploy every day to manage your teams through those changes?

Speaker A: I know. I hear a lot, you know, ah, oh, that's coming for your job. You know, here's the thing that my thoughts on it. There's a change that happens, and I think that as a. As an executive leader, I think one of the things that everybody needs to be aware of is the pieces that are changing in those that report to you. So you need to make sure. That your skill sets are ready for how to coach, how to lead those that have new skill sets. Right. So if you're not staying on top of what you need to stay on top of so that you know what's up, you're going to be, you're going to wake up and find yourself way behind all of a sudden. And so stay on top of your stuff and that. So there's that piece. Um, the other piece is that I find is that you know, um, risk. So. Right. So growth at all costs was one conversation. Growth is obviously back on the table, but also risk is the conversation now. So it used to be that you know, um, you know, we were talking about roi, we're now talking about risk. So in our messaging we're talking about avoiding risk, you know. So, you know, I do that a lot now where I'm talking about risk mitigation, um, you know, as opposed to more of an roi. Right. So there's. That piece has now been incorporated in a lot of the conversations that I'm having because you know, people are doing, doing more with less is a message that a lot of folks are having. And so in that their why is still part of what they're constantly thinking of. But their why, they're still trying to achieve their why, but they're also still trying to stay, you know, off the news for all the wrong reasons, you know. And so that's really, you know, making sure that you're hitting the risk, you know, so make sure and risk mitigation, um, that message hits all channels, right? So you, that is all levels of leadership. So you know, you don't have to worry about not being able to multi thread on that level. Um, you can get that across the board. Um, you know, and then I would also say, you know, as far as your, your org design cross functional is, is definitely, you know the, it's on the 2025 bingo card. You know, it's revops and you know, cross functional that is aligning all of you know, your go to market teams, uh, to you know, to be together is in the go to market messaging. I mean that really is the way that things are, are going forward, you know, is getting everybody um, singing from the same, you know, ah, hymnal, playing from the same playbook, whatever your phrase is, you know, that really that's the way to go.

Speaker C: Yeah, couldn't agree more. Like alignment is so key. Uh, you need your marketing messaging to be absolutely on point as your sales messaging is the, you know, your implementation messaging and your customer Success messaging, everything needs to be joined and focused on, on, on the absolute value that you can deliver. Um, so yeah, couldn't agree more. I think one of my, my, my own kind of thesis is that the AI is going to be killer of the average. If you're B or C seller at this precise moment in time. The, the amount of efficiency that uh, a top performer or someone's really mastered their craft is going to be provided. I can give my best reps twice or three times the amount of leads because they can handle the workflows, the prep, the admin is reduced, all of the bits of the periphery can be taken care of by AI. I can funnel my leads to a much smaller pool of reps and I think what we will see over the next five to three to five years is much more efficiency. Um, and I think that businesses that have their data in line are also going to do really well. But there's a ton of great points there. You did talk about um, stale skill in there and particular coaching. Are there any frameworks that you use or do you follow specific um, techniques that you use to kind of upskill your team?

Speaker A: Obviously as part of Pavilion, the whole winning by design sales architecture, um, I'm a Miller Hyman person so you know, for opportunity strategy, um, and then there's you know, revenue architecture principles for go to market alignment, you know. So I've got a few frameworks in there, um, that I, I put in, you know, deal reviews, one on ones, you know, for coaching behaviors. So there's, and you know in outcomes there's a, there's a few that I kind of put all together just to kind of keep everything, you know, moving in the direction that, that I want. You know, it's really um, I want reps thinking critically, not reacting. So I try to keep all of these pieces, you know, moving in the direction that I want and I use those frameworks, uh, to do that.

Speaker C: Yeah, yeah, no, absolutely, absolutely. You've led numerous teams. What's. If you had to summarize the, the number one lesson that you've learned about leadership that you wish you'd known when you started, what, what would that be?

Speaker A: I thought that you had to know everything in order to be a leader. And as it turns out you don't have to know everything. You just have to um, you have to know how to ask the right questions. Um, you have to be empathetic. Those are like the pieces and you have to, you know, support your team and in doing those things, you know, you can, you'll be a good leader, you know, and it's, um, supporting your team means different. You know, being a good leader means supporting your team, you know, and it's like a servant leader is I'm there for you. And, you know, I, I just, I'm trying to clear the friction. You know, I'm trying to move all of the pieces for you so that you can move forward. And, you know, it's, you know, I don't want to sit here and quote, you know, quote the name, you know, Simon Sinek. Right. You know, and start naming off books, you know, titles of books. But it's like it really is, you know, um, you know, eating last and, you know, putting, putting everybody first. But it really is putting everybody first, you know, and just asking the right questions about how can I, what do you need from me? You know, or asking the questions about getting down to what is the problem and so that I can figure out how to solve, how to at least put the pieces in place to help you solve it, you know, not solving it for you, you know, and those are. I, I learned that along the way because I really, you know, as a, as a new rep, my, my first sales leader, I thought he knew everything there was to know. And I was like, man, he just, there's nothing he doesn't know.

Speaker C: You know, I, I've certainly felt that before. Um, but, yeah, like, we, we, you know, I'm a big fan of Simon Sinek.

Speaker B: Right.

Speaker C: Leaders eat last. And, um, you know, people, if you can build an environment of trust as a seller, you're allowed to make mistakes. We, we need to own our mistakes. We need to own the fact that we're only going to win one in five times, one in four times. If we've really good one in three times. Um, we're going to take a lot of knockbacks, a lot of no's, and you need to be able to look in the mirror and evaluate that, and that's okay. Um, and we need, you know, we create that environment that, you know, you are supported and trusted and it has a profound impact on teams. So I couldn't, couldn't agree more. What do you think is the number one challenge for sales leaders over the next three to five years?

Speaker A: I think figuring out how to make these adjustments, you know, because I think that things are adjusting so fast that I think what's going to happen is there's going to be an inflection point of where they have sellers. I'm going to say old school, but that, I mean, it Sounds, it sounds rude, but it's. I don't, and I don't mean it rude, but it's like new sellers and old sellers, you know, old school sellers at the same time on the same team. And you know, I think that's going to be a bit of a challenge, right, because you're going to have those that are like. There's going to be almost like an inflection point. And I think that's going to be. There's going to be those that know stuff, um, that nobody else knows. And there's going to be that part where they know stuff. You know, everyone is going to know things at different points, but it's going to have to do with AI and it's going to have to do with technology and how we operationalize getting things done. And that, that's entirely different than a sales process. And um, because it's going to be the business of the operations as opposed to the sales process. And so I think that getting, um, the sales executives, the sales leaders are going to have to figure out how to blend that change management smoothly. And you know, salespeople love change. They handle that very easily. They're usually so cool with it. So it's like. Yeah. So I mean, that I think is going to be interesting to see how that one comes together.

Speaker C: You're absolutely spot on, though. I'm having this conversation on a weekly basis at the moment, which is as a sales leader, we need to. Or revenue leader, we need to be building a system. And that system has dramatically shifted in the last 18 months because of AI and we need to be building with architectures of that system and the new system. And it's constantly going to change. And I think change is the only constant that we're going to see over the next three to five years. Right. That's the reality of the world that we live in today is the only constant is change. And yeah, we've got to embrace it, we've got to learn, we've got to be prepared to fail fast. And I think business owners and business leaders need to also embrace that and be aware that this thing is changing. It's coming fast. And you know, we need. There needs to be an element of trust and leeway and you know, it's not going to be right all the time and things aren't going to be as predictable as perhaps they once were because we're in a much more unpredictable environment.

Speaker A: So, yeah, it's coming fast and furious and we, you know, you need to be ready, like get Your seatbelt ready? Because you're going to need it.

Speaker C: Exactly, exactly. Um, look, I've had a really good conversation, Dar. I really enjoyed it. Um, there's probably four or five, like, quick fire questions that we do at the end of the podcast. I'd love to. Love to. If you. If you humor me, I'd love to play a little, um, play a little game. Are you up for it?

Speaker A: Okay, let's try it.

Speaker C: Right. Okay, so first question. What is your key prediction for the world of RevOps for 2025?

Speaker A: My key prediction, I think that there's going to be a shift from back office enablement, um, to frontline acceleration. I, I think that there's going to be, like, this whole shift, uh, like the tools that were once predictive are going to be, like, driving seller behavior.

Speaker C: Very, very insightful. What's the biggest trend in Rev Ops right now?

Speaker A: Unifying revenue intelligence? Like, what I was talking about before is, like, bringing, like, um, marketing, sales, customer success, bringing everyone together. Single Source.

Speaker C: Yeah, agreed. 100%. What's the biggest misconception about rev Ops and how do you challenge that in your role?

Speaker A: I think the biggest misconception is that it's just reporting. Um, and the truth is, is that it's really a strategic lever. You know, it's. It's so much more. It's. It's a lever that aligns the revenue teams. You're using it. Right. You know, and so. And that's. I mean, that's the thing. And it's a. It's a constant struggle to get that. And I think the way to my hot take, you know, is to pull it out from being under sales and put it under, like a CEO or a coo, um, where it can be, I don't know, I'm going to get all kinds of hate mail, I'm sure. But, like, it's where it can be less, um, reactive and more like. And not enabling. You know what I mean? So, like, put it there.

Speaker B: Really.

Speaker C: Couldn't agree. Couldn't agree more. And, you know, for. For, for what it's worth, Ebster helps revox in, in, in, in. In many ways. But I think what a lot of companies struggle with is having all of their data in a single place. And therefore, revox fall back on having to create reports and pull together reports because they don't have access to a single data source because Everybody's. Everybody's using 10, 15 different layers of tooling in their tech stack. And so they fall back on having to produce reporting because you don't have all the data that they need in one place. Um, whereas what you're absolutely right, what it should be is that proactive, we've got the system in place, we know the data points, that's help drive the outcomes that we need based on these revenue points. Let's have productive, meaningful conversations about that. Couldn't agree more. Um, what's the mistake you see companies making in their revenue operations and how can they avoid it?

Speaker A: I think that they over engineer. I think that simplicity is really like, simplicity is where it's at, you know, like if you have clear ownership in, you know, um, and feedback loops, that's really, that's where you get your results. But I think that if you are over engineering, you're, you're making it harder than it needs to be.

Speaker C: Absolute gold. Final question we ask this with every guest is what is your question for our, uh, next guest?

Speaker A: I guess my next question would be how are you preparing your revenue teams for, for, for what's about to happen, you know, um, to thrive in this AI enabled environment, you know, like, how big is your seatbelt? You know.

Speaker C: Very good, very good. Well, look, uh, Daryl, it's been absolutely fantastic to talk to you today. Um, I hope, who, our audience, whoever's listening has got a ton of value from the conversation. I know I certainly did. Um, is there any parting pieces of wisdom or anything you'd like to share with the audience before we, uh, depart?

Speaker A: I really appreciate the chat today. Thank you very much for inviting me.

Speaker C: No problem. Well, hopefully our paths will cross at some point soon. Uh, for everybody listening, I hope you've had a great time, you've learned loads of stuff and we look forward to seeing you on the next episode. Take care everybody.

Speaker A: Thanks so much. Bye.

Speaker B: Thanks for listening to Revenue Insights from ebsta. If you want to learn more from some of the brightest minds on how to predictably and efficiently grow revenue, then subscribe to our newsletter. We'll deliver actionable insights straight to your insight inbox. Go to ebsta. Com newsletter. See you soon.