The Modern Selling Podcast

The episode contains a handful of genuinely useful operational insights - removing the SDR/BDR layer, shifting from seat-based to consumption pricing, aligning CS vertically with sales - but these are surrounded by extended rapport-building, two full ad breaks, a heart surgery anecdote, a movie discussion, and generic resilience advice that dilutes the density considerably.

“we actually removed the SDR and BDR function from our company so that marketing and sales didn't have an intermediary sitting between them”

“over the last four years we've actually pivoted and over 25% almost. Now 30% of our business has changed from this user based model to this consumption based pricing”

The consumption-based pricing pivot and SDR removal are moderately interesting operational moves, but the guest leans on well-known frameworks (four P's, Winning by Design's revenue bowtie), and even explicitly acknowledges that CS-as-account-manager 'is actually not a new concept' - limiting the originality ceiling substantially.

“there's a revenue bow tie, if you're familiar with, um, there's a agency called Winning by Design. And uh, they have a whole program around this revenue bow tie versus looking at things as a funnel”

“this concept here on customer success, that is more of an account manager, uh, that has implementation responsibilities is actually not a new concept”

Keith Bossier is a legitimate practitioner who has hands-on experience restructuring pricing models and building a partner program at a real SaaS company; he is not a recycled thought-leader, but SDOCS is a small-to-mid market player and his seniority level (VP at a niche ISV) keeps the ceiling modest.

“I've been in the sales and SaaS space for about 20 years with six of those leading sales organizations”

“when I came to sdocs, for instance, one of the things that I saw was our entire pricing model was based on users, so seat based pricing and very quickly did an analysis”

The episode delivers several concrete data points - 50 new partners in 12 months, contract value growth of 200 - 1000%, $0-to-$100K conversion examples, and an Economic Uncertainty Index citation - but some figures feel approximate and the guest occasionally retreats into vague language rather than sustaining the specificity throughout.

“we have signed up over 50 new partners in the last 12 months”

“we had some customers come in who were spending $0 with us, who then were looking at $40,000, $50,000, $100,000 contracts with us”

The host occasionally asks useful clarifying follow-ups (how to identify partner targets, how consumption pricing works for other SaaS models) but frequently redirects into extended personal anecdotes, accepts answers unchallenged, and closes with a movie question; the net effect is a PR-friendly conversation rather than a probing one.

“That's such a great idea. I did not even think about that”

“How do you find the partners that do what it is that you're wanting them to do?”