Another Horrific Client Termination Story: Your Sick Parents Preclude Continuation (and you got me no results also)
So, last July, I sent a prospecting email to a New Jersey based company that had an interesting staffing technology. Out of nowhere and quite surprisingly I had received a response with interest in speaking further. We talked and agreed to work together, not for the staffing technology, but for an LIS system for clinical/medical laboratories. After ensuring there was no competitive conflicts with other clients, particularly SMARTFormulator (which is not an LIS), we engaged.
Having done little outbound previously, there was nothing to go by. No messaging, no lists, not even a real idea of who should be targeted. It was a slow start, but they agreed to continue beyond the trial. I sourced a very good list and focused on Texas, New Jersey, and a source that procured new labs. Just as the owner expressed some concern that there wasn't success - the demo's started. The fact that it was taking a long time to get demos wasn't too much of a concern because the price of the software was on the high side and one of the sales reps stated that with a referral it took him 3 months of chasing the guy, calling every week, to get the demo. An indicator that there is a long prospecting cycle.
The prospecting cycle is essentially this:
- Find accredited labs that do the right testing that fit the size/type for the LIS system.
- Find the right person in the organization who would decide to make a change.
- Find out what system they are using, how happy they are, and whether they are open to evaluate or are actively looking for a change. When they may be looking to change systems - contract is up.
- Set up a discovery or demo if interest or keep in touch until they are ready to look at an alternative.
The first few demos were a disaster. The presenter did not ask any questions of the team, the right people weren't on the call - on one demo the sales guy who would manage the account took the afternoon off. There were technical issues. The presenter kept switching rooms and would go quiet because the cleaning people were vacuuming in the background. Later demos went a bit better.
I also turned over a few leads from people who had specific challenges that I could not address who wanted to speak to more technical people/knowledgeable people at the company. They launched a billing service and had some bites of interest - billing does not lend itself to a demo, but a discovery call. I uncovered 2 or 3 people who had challenges and interest in learning more.
In June, the company had 3 demos - the culmination of continued nuturing outreach and were on track to have 2 demos in July - one demo fell through, but interest in speaking about a related project was present - it was still an opportunity.
In July, my father got very sick with a rebout of pneumonia. He was hospitalized for about five days. My mother - who is on an enteral feeding tube needed help with her machine. There was a problem with her machine and it needed replacement. I had to deal with all of that - getting him admitted and released, taking care of getting her hooked up to her machine, paying their bills, shopping for food, and other sundry responsibilities. I did not work a total of 3 days.
I told my clients, a few of them, that my father was ill and I may be short on hours this month. They expressed concern about his health and did not mind a temporary reduction in hours. I had a client end mid-month which freed up some time as well so I was able to actually make up the time and worked a few hours on the weekend making calls and emailing.
At the end of the month, this is response I received from this client when, for the umpteenth time - my invoice wasn't paid on time and I sent a reminder:
This will be taken care of by {client's sister}. I'd like to say that the demo's have decreased over the last few weeks. I know you mentioned that your hours will be decreasing because you need to take care of your parents. This should be reflected in your invoice as well. I'd also like to mention that we measure productivity vs. hours spent. If demo's decrease, that means productivity decrease. That isn't something that we can afford to support. We will need to up the demo's moving forward.
Sent from my iPad
The hours didn't decrease dramatically, I still did [the mandated] hours. Demos are a result of a combination of factors - connects, need, targeting and other factors. I have no control over whether someone commits to a demo or not. Plus the demos fluctuare - now there may be a decrease in demos because I have to start with a group of new suspects whereas people I have already called or are nurturing are ready to do a demo now.
Adventures in Prospecting: Why Did You Even Want to Talk to Me?
This happened also. So, I do some research and find this interesting technology company that has an RPA solution for IT Service Management. One of the salespeople, a channel guy, is located in New Jersey - not far from me. I see that he is relatively new. With a little further investigation, I find that the company has like two very junior salespeople - the daughter of the owner and some kid who worked at Best Buy and like 8 people total. OK. I have knowledge in this space and thought he could use some more experienced prospecting help - particularly on the direct client side, especially enterprise level accounts where the solution would fit. I write an email and leave one of my "terrible voicemails" and get an email back asking to set up a call at the end of the week.
(Please note: my terrible emails and voicemails yielded me three potential opportunities - all shit with shit people and horrible prospects, but yield nonetheless. Ergo, I must be doing something right).
I briefly called the CEO - Kevin Foisy and connected with him before our scheduled meeting because I actually mis-spoke. I claimed to have worked with ITSM companies, when in fact, more of my experience was focused in ITAM - only one firm was ITSM focused. He said "OK" and said we will talk at the end of the week. He never accepted my meeting invite by the way.
I called Kevin. He answered and began to ask me what I wanted to do and peppered me with questions about how I work which I answered. He then asked about "whether I do pay for performance" and "guarantee results" (which as anyone knows with startups - you would be nuts to do, as they usually have little traction in the first place). He proceeds to rip me and say things like "I hired some really good people who did pay for performance and they delivered, his channel guy brought some good accounts to him already, he had a CRO in California and some 'phone bangers' who were doing well....plus proceeded to give me feedback "long emails did not work".... I think that was when I said "I need to go back to work and hung up on him". I also did manage to ask "why did you contact me" to which his response was "you reached out to me". I also squeezed in that "phone banging did not work" either - prior to hanging up.
What the hell was that? I am looking for a job and this is how you treat me? He never asked the real questions - "what is your success rate", "so you write long emails (I sent him one by the way) why do they get responses?", "what companies in our space did you work with....etc." Like the other crazy guy, I think this guy harbors resentment against business developers and wanted to assert his power to squish me. And I was worried that I may not have the right tech experience to help him????
Nowhere on social media did I find a CRO, only a guy that worked with him for less than 1.5 years as a VP of Sales/Marketing and apparently failed. Plus these junior people...and much of his small staff who possessed no relevant technology knowledge. For an innovative solution - banging the phone is not an ideal way to evangelize a new solution. Who knows how really successful this guy is.
I am mystified as to why he would even want to speak to me, given he is doing so well and clearly did not need my help. What is with these people too that they treat people so badly who are interested in working with them? They should be priviledged that someone of my background, knowledge, and expertise would even want to spend a minute helping to build their business....20 years in technology, proven success....what is up with that?
Jobseekers and consultants beware of the Kevin's of the world.
Adventures in Prospecting: The Contract Fit for A Corporation - Not Trial Engagement
So, I found this interesting company offering a "breakthrough" Health Digital Assistant solution and call the CEO who was advertising a part-time sales development job on Indeed. Long story short, we talked, it was a good fit - I was a little more 'expensive' and had less hours to offer than what he was looking for - but he liked my approach an experience. He was "concerned" because I waived a commission or incentive for the first three months - a trial period. I sent him a proposal. He was ready to go and wanted to get started right away. But...he wanted his lawyer to review my proposal and get it back to me.
Due to the Easter holiday, there was a delay. This guy and I had spoken once or twice, the second time I spoke to him - he rambled on about some story regarding the use of his solution and how it helped his family....talking without any respect to the time.
After the delay, I received the contract his lawyer created with all the "heretofores" and "herewiths". It was a complete rewrite of the proposal I sent which upon closer review omitted many critical details of my proposal - including some parts that were deemed essential - per my lawyer.
For a 3 month trial, he wanted a long non-compete, not just against a competing company, but I could not approach any "leads" generated (no definition of a "lead" was included). He put in a non-disparagement clause (are you kidding me?). He wanted specifics on how things were to be documented in the CRM system (OK, but I do this naturally?). He wanted to be able to speak to me after the engagement ended whenever, whatever (uh, billable time?). Critical components of my contract were left off. And he changed his tune to - "if we decide to pay you an incentive". He was going to submit a "second contract" should the engagement continue.....this made no sense - the terms should govern the entire engagement.
Needless to say, I incorporated back a bunch of stuff from my original proposal in addition to the changes made originally.
The end result with nary a follow up conversation was... you guessed it....complete silence. He disappeared....per my note that if this didn't work for him, the conversations are done.
All I could think about is what if I had to take my elderly mother to a doctor appointment and could not fulfill the time requirements or didn't document something to his liking - he would claim "breach" and likely not pay me. He could hit me with a lower base pay and implement a commission in the second contract, cause of performance and my base is low enough already! Who knows what he would do.
This is a person coming from a position of complete distrust, more worried about legalese than relationship.
Trust should always overarch any relationship, especially a working relationship and one with the customers you intend to engage.
Adventures in Prospecting: The Crazy Guy Responds
So, this literally happened today. I recently had a client terminate an engagement in favor of hiring 2 full time people to more rapidly grow the business. It is laughable how many clients end engagements thinking that things will go faster or better with more of more, when the challenges they had were not resolved in the first place.
I find this company that offers an innovative technology for sales intelligence using AI. Having been a Sales Intelligence Manager and a pioneer of account based marketing - way back in 1997/98, I got very excited. I understood what this guy was offering and how it could help people like me not only do better research faster, but help sales people develop more targeted messaging, value propositions, etc. I was on the other side - actually doing that type of research.
I decided to not only write an introductory email which outlined why I would be a great resource to help him with his market development efforts, but an outline of my business model. And - on a nice Saturday afternoon - give him a call. I left my usual introductory voicemail - outlining also why I would be a great resource to help him.
This is what I got back as a response.
"Terrible voicemail and email from a marketer. I will never hire or refer you to anyone. If you ever call me on a Saturday afternoon I will file harrassment charges against you. Never contact me again".
This tells me a few things:
- The guy is a absolute nutjob to have so violently reacted to a 1 minute voicemail and email from someone looking for a job.
- He must be a very incompetent business development/marketing professional himself to not appreciate the tailored outreach and to have put me down like that. "Terrible email and voicemail" - yeah- I guess that is why I don't have 30+ clients over the years.
- He will never "refer me to anyone". The guy has zero clue as to my background or accomplishments and since he is a nutjob who is clearly incompetent - I don't need his referral. He doesn't even know me - how can he refer me? We aren't - thankfully- connected on any social media.
- Some people, like me, aren't 9 to 5. Calling on a Saturday or weekend - shows that I value work and may catch someone for a more informal conversation...not bug them during work hours. I am looking for a job, I am selling myself as a resource - not selling something else.
All I will say is beware of crazies, this time around I seem to be encountering some of the worst of the worst in terms of prospects.
And Eran - the feeling is mutual. I will make sure to let every salesguy I work with and every company I call into to "never use your 'breakthrough' solution". How about that?
A Week's Worth of Work Isn't A Go-To-Market Effort
I work with client on a fractional basis, no more than 25-32 hours per month providing focused, strategic prospecting. Strategic because it is more tailored to the prospect and the conversations are deeper, I don't just sell - I want to learn more about the prospect and their situation. Usually it is a validation of a hypothesis created to prove out that this particular buyer is a target for the solution being offered.
When working with pre-revenue startups or early stage companies, they have a hypothesis or idea of who the buyer may be. Quite often, as I have found, the entrepreneur has an idea which is usually offbase - whether it is the target company or the prospect and doesn't have a really good strategy.
Using a number of methods, including interviewing, research, and prospect information gathering - in an iterative fashion, I *find* the market - refine the targets - and refine messaging. I liken it to crossing a chasm (not the book) where there is entrepreneur on one side of the Grand Canyon and the target buyer on the other side. As key learning via research, discussion, demos/meetings, and messaging refinement occur, the Grand Canyon gets smaller and smaller - eventually becoming a crack - that may widen due to market changes or economic factors which moreso impact messaging and positioning than the actual target buyer or company.
Granted, there are times when a product or service just does not resonate or work for any market and it fails. Or maybe it needs an overhaul. I have had a few clients where this was the case. In one or two cases, the client blamed me for a lack of product/market fit - and forged ahead - only to burn through their funding and end up a blazing pile of poo at the end.
This process I talk about is not one that is accomplished quickly. Many folks engage with me for a 3 month trial which is the equivalent of a week or two worth of work and think that there should be more or that that is enough feedback/work to determine the ideal situation. I try to tell them, the 3 months is just about enough to determine whether the product/service even HAS a market or any HOPE of success.
I worked with one of my outstanding clients for a year - setting up demos and gaining feedback. I knew it was a winner cause of the email responses and the feedback was great. The owner listened and listened and modified, he enhanced - we went back to people we demo'd and spoke to. When he incorporated a critical function (based on feedback received), the demo's went from "looks nice call me later" to - I need this now....the sales started, the revenue grew, and the software was an industry leading solution within 5 years. He did little to no marketing. Just me, him, email, one trade show a year....very focused.
One week, two weeks, even a months work of prospecting isn't going to create a winner. It takes time, money, and the ability to listen and iterate and build to create market alignment - especially after an MVP or first usable version is created.
And, never - ever - hire full time or sales people until that proof of sell-ability is there. The owner of the company should be able to close the business initially. Once the traction is proven, the process is there, and messaging works - then and only then - should the business begin to scale.
Marketing Can Be A Waste of Time If Not Sales Focused
Recently, one of my clients hired a Marketing Manager. A much needed resource as the company has very little public presence and needs professional branding, a lead generation engine, and a update on verbiage. The company is in a rather commoditized sector and has a fair amount of competition as well as other strategic and non-strategic issues.
So, I meet this person who has a substantive background in the industry, does a lot of the branding and marcom stuff I am not good at and is very articulate. I am impressed and happy to work with her - until this happens:
She runs an email blast on a pre-existing list and I go to follow up on the "opens" and find out that none of the contacts are in the main CRM - nor are they particularly qualified. I see a brochure she has written on a key service that is bereft of any competitive differentiation value and lacks the depth of credibility to differentiate the company from other similar service providers. I see another *work in progress* brochure that is OK, but lacks particularly compelling content.
Granted, she just started with the company. But, as with typical marketing people - particularly marcom oriented people, I expected more. I expected that there is a strategic analysis that results in compelling content and an integrated sales/marketing flow for lead generation. Not a regurgitation of what the business owner told her or an accumulation of stuff from other sources. She actually said that she was going to throw some list in the email mechanism which was a combination of research and other contacts and if they show interest will add them to the main CRM. But, if there is a lack of understanding on who the buyer is and why, how do you "research" them? She wasn't going to talk to clients to understand the "WHY" behind their selection and continued work with the company - she wanted testimonials.
What is interest? That they open the email? I just received a list of email recipients that apparently had interest cause they "opened the email" and none of them were qualified or relevant to buy our service/solution.
I had a boss, a Marketing Director, at one of my early employment situations who actually wrote a brochure for CIO's that used the term "We put the "O" in outsourcing". Yes, really.
This is nothing but fluff and wasting precious time for salespeople who need to be focused on qualified leads and having discussions that will result in $$$ for the company.
She jumped into the job and started "producing", getting collateral created, mapping partnerships, doing stuff - with no contextual analysis of what the real issues are. I did share my blunt and unadulterated feedback for sure.
I always vowed that if I ever, ever, assumed a Head of Marketing role again the following would occur:
- Interviews with the salespeople and business development folks to find out what works, what doesn't work, and what they need.
- Interviews with clients and prospects to find out why they bought from us and get insights on what they did TO buy from us. (Which I have done with many clients where I had access to do so).
- Interviews with the business owner or general manager to understand company position.
- Competitive analysis at the business level and service/solution level.
- Attend initial demos/meetings, go on ride-alongs, lurk on sales calls. (Which I do with clients now as well).
- Make some prospecting calls myself after developing messaging and keep doing about an hour a day of prospecting to stay on top of messaging and what works.
- Then - and only after some or most of that is accomplished - then - build all the support material, do PR, digital and whatever in a seamless, integrated fashion.
If it took a month before I actually created any collateral, updated the website, or did anything outward - so be it.
Anything else will result in "Putting the "O" in outsourcing" . Marketing folks must be held to performance measures, they need to show increases in qualified lead generation leading to closed deals. In order for marketing to linked to sales, marketing must work with and understand the sales process and the buyer journey from the sales perspective. Otherwise, this is money not well spent and if positioning is inaccurate or messaging poor, can actually hurt the company in the long run.
My coworker/friend isn't speaking to me - A COVID Crisis Story
So, in addition to my "day job" as a new business development guru for start-up and entrepreneurial companies...I work both essential and non-essential retail. Jobs I love with great people, particularly the management. During the pandemic - my essential retail managers scheduled me for whatever hours they could offer and called me in to work - I was blessed. Scary as it was - getting out of the house and making a little money while being productive really helped me keep my sanity.
Recently, at my non-essential retail job, a good friend (someone I have known for more than 10 years) became ill. She has a lot of medical issues so this is not new for her. She was concerned, due to the changes in the weather, that she may contract pneumonia - she has issues with her lungs - a history of problems from smoking, from an accident, and from being sick in the past. Well, I noticed that her breathing was a bit labored and she wasn't quite right - but thought it was the pneumonia coming back. She left early for her shifts that weekend I worked with her. The following Wednesday, people told me she was ill - although advised by management to go home, she did not and worked. On the weekend and Wednesday - people sat in the breakroom, maskless, near her for 15 minutes or more enjoying a snack and discussions about the upcoming holidays.
Not long after that weekend - later in the week, I received a message from a mutual friend/co-worker that the friend's son, who lives with her, tested positive for COVID. I freaked out and grew exceptionally angry. I talked to a manager because I was in the breakroom, maskless, for a short period of time around her and may have been exposed. He told me that due to the delay in her getting a COVID test (she was going the following weekend - this is when she called out of work), it was too late - because I had no symptoms it was likely I did not contract it. Her entire family became sick - assumingly with a form of COVID since her son likely exposed all of them.
After 14 days, she returned to work. She did not say a word to me. I brought Christmas gifts for her and her grand-daughter (as I have done for 8 years since the child was born). I approached her - she was angry/had an attitude - I asked where she wanted the gifts to which she proceeded to cough. To which I said, I don't think you should have come back as of yet. She said "what next year" (a week later) and told me her son tested negative. Then she proceeded to stop speaking to me and told me later "she did not want any gifts".
Uh. She is angry at me? For what? Telling certain people who were in proximity to her that they may have been exposed? Giving her gifts for Christmas?
It was her responsibility to reach out to everyone potentially affected and let them know they may have been exposed. What MORON comes to work not feeling well?? (There actually was another moron who did come to work snotting and sick who did get sent home - turned out she tested positive for COVID also). What MORON continues to work when they are sick? What kind of person gets angry because the people who may be put at risk are told they may be at risk? She gave permission for our mutual friend to share the info, by the way.
Someone that selfish and irresponsible is not someone I want to be friends with. The silence is well appreciated. I am thankful that I did not contract - the Plague!
If I told you about this client termination - you would not believe me (see I am Negative post)
So, I had another client termination - a scarier one. I had worked with Aretove for about 4 years. I met the CEO once in a while at a shared office space in Piscataway. Occasionally, there were some minor disagreements, but nothing that would indicate any serious issues. About 6 months ago, I indicated that the website needed improvement because it did not match what I was saying to people or giving any indication of what I had been speaking of in terms of services. That was the first major time he said I was negative. Please note: I was negative because the website was not moving the lead process forward.
On Monday February 24, I was invited to the new office in New York City to meet the team he recently hired and discuss marketing - specifically to continue a brief phone call we had to foster introductions and discuss messaging. There was general agreement among the team that some major work needed to be done on corporate identity (the story) and messaging. Because I am not good at navigating in the city, the CEO graciously offered to pick me up and drive me to the office. After a rather expensive lunch at the World Trade Center, which was to honor my presence - a presence highly discussed and talked about often - we went back to the office....and that is where things went off the rails.
I and two marketing team members sat in a small room and discussion flowed. We talked about what we do, how we do it, a bit about obstacles we all faced - nothing out of the ordinary. We all quickly realized that we are a great complementary team and in working together we could do better with lead gen. The girl who likes research could feed me more targeted info to enhance my discussions, etc. Nothing that I hadn't done myself. We shared some observations about the CEO also and concerns, nothing crazy, just comparing notes - as girls do with sizing up people. We took a trip to the ladies room....and all hell broke loose.
I came back to a larger conference room. We started discussions. I indicated that before we talk about messaging, we uncovered other areas that can help improve lead gen. I mentioned what we discussed and how it would work. When I say - Satan emerged - Satan emerged.
What ensued was not a productive 'screaming' match. The CEO took over the conversation, allowing no collaborative discussion. He not only shut down any collaborative team lead gen ideas, but threatened everyone with termination..."if you don't like your job - there's the door" and "you can leave right now to talk to HR about your role". He stated "I respect you Rachel, but what is your contract notice - 2 weeks? I think we should enact that". He said marketing was crap, branding was shit, and told one of the team members to "not say anything anymore" (shut up). He controlled everything....if you did not agree with HIS thinking or what HE said, he did not want to hear it. He was vicious. I mentioned how what was proposed was done at Hexaware - a company his should ASPIRE to be. He said Hexaware was shit and nothing like his firm (Hexaware is a leading mid-market global integrator with 664 million in revenue - he should only wish). Both girls looked like they were going to cry. He pointed out the "face one made" and noted that "he could get cheap offshore resources to do research". I just shook my head in disbelief, with my stomach getting more upset by the minute. He ended the meeting an hour early and would not let us have any kind of alone team debrief or discussion - "that would not be a good idea". At some point, I even requested that he leave the room, so we could collaborate and present ideas to him...negativo on that. There was more...a lot more...he denigrated and humiliated everyone in that room - demoralizing everyone.
As we left the parking garage, on the road - remember - he drove me there. I said very nicely that the last time I sat in a meeting like that - the company couldn't make payroll in six months. (The company was CAMO - the same situation happened, "The President of this small company - Moshe Naimi" did not listen to a damn thing I or the salesguy (his friend too) said and told me to shut up in a meeting along with Paul - whatever his name is "the rude" - who cared more about the fact I said "Hello" instead of "good morning" when greeting him. Moshe did such a great job, the company went into bankruptcy - round 1 and did not make payroll - shortly after that meeting.) He took that not as a educative admonishment but as finger pointing saying he is headed that way. Which I am fairly certain the company is.
I was fired in the car - because I was so negative about the company, negative about him and because I was restructuring his company. (After he graciously chauffered me and took me to lunch). I went out of bounds for my role. Luckily, since I was fired - I let him have it - calling him out on his lack of leadership, knowledge of sales/marketing (which was more than obvious and evident), poor handling in the meeting, his abusive demeanor...I told him everything I should have said to Moshe Naimi, Marc Gonzer (who retired), Keith Huntoon - and all the other morons I had the pleasure of working for and with over the last 20 years...14 as MagnusMG. He threatened to drop me off at an exit and call an Uber, if I did not stop talking. At one point he said, "you shouldn't talk to the CEO that way" to which I said, "Well, technically I own MagnusMG and, although I have no employees, I am CEO as well - so...". That felt good to say. It has been so long since I had an abusive boss, I actually forgot what one acted like.
I went out of bounds for my role - glad to know he viewed me as a phone monkey and that cheap offshore people could do real sales intelligence...(remember, I set up and ran a sales intelligence practice - I know research). I even said, I had recruiters coming after me for Chief Marketing Officer roles - he said "good, I support you - you should do that". So , I thought you have a CMO who can build your marketing and lead gen and you have no interest in listening to what I have to say?
I never understand how these companies survive.
He agreed that he was a bad manager and acknowledged everything I said, but said - well - I can't change. An even scarier proposition.
I wonder if his co-founders have an inkling of his personality.
I am glad to be done with another loser of a client....
I work with tiny companies, it is hard to tell what will emerge as they grow - the latter half of 2019 to now has been nothing but unending disappointment for me.
Let's hope the new bunch of clients works out better. Maybe I will find the next Google. Yeah...wishful thinking.
On the bright side, MagnusMG has outlasted many clients and former employers - many of whom gone out of business, changed management, or are a shade of what they were - or worse yet, what they could have been.
You are terminating the engagement because - are you kidding me?
So when I had the disasters in October and November with National Executive Search Inc and The Sourcing Institute...the Sourcing Institute made good on their promise and paid me after three months of non payment and one month of no action....and National Executive Search Inc apparently was found to be out of business - not just recently, but apparently went out in July 2018.... I had to find two new clients.
I reached out to a former client a price optimization software company. Had a super run when I engaged with them. Worked with them for 3 years - generated over 22 leads (meetings/discovery calls) per year including getting into some pretty large companies. I left the company when there was a change in the way they managed the lead generation, but left it that I could return if things changed. A few months after I left the person I was "reporting to" was terminated.
Upon doing some research, the company was in need of some business development help. In fact, they were about to post a job ad for both full-time and part time lead gen help so my timing was excellent. To make a long story short, I was directed to call and had a conversation with their VP of Sales - he was impressed with my knowledge, prior history, and years at Kohl's and granted me another run. Just as I was signing the agreement, the company terminated him - the second or third VP of Sales in three years.
I started working with the President - who liked my copywriting and approved of what I was using. In less than one month, due to prior relationships I was able to source and RFP with a company they had their sights on for five years and a pilot with a company in their targets. I also had done some preliminary emails for NRF given the limited time I had and secured three meetings for NRF.
Just before NRF, the company hired a new VP of Sales. I met him on the introductory call for the opportunity that turned into a pilot...not much was said. He postponed an introductory meeting with me and when we finally met - the only thing he asked me was "how long were you working with the firm" and "is there anything I can get you to help you". He left me incredibly unimpressed - no strategy, no vision, nothing.
I did not hear anything for a week or two. I sent emails regarding NRF and a lead, but heard nothing. That is until I finally got a call about four days after NRF. I called the VP of Sales back and said, "Wow, I am glad to hear from you - I was getting a bit upset as I couldn't reach anyone - how was NRF, did you follow up with the lead...." He cut me off and said "We had a marketing meeting this morning and discussed things, we are terminating your relationship with us. I know it is not what you wanted to hear".... Not what I wanted to hear - my mouth nearly hit the floor, I actually squeaked out - "Even though I just got an RFP and a Pilot?" To which he said "Yes. I have folks who are nice, who I worked with before, and who are local....you had some leads? I know there was one who wanted information - you can turn that and anything else over to me.. Thanks...bye."
They shut my email off that day. Violated my contract too. I was in shock. Past performance, industry knowledge, company knowledge meant absolutely nothing. This guy who was with the company a total of one month - like two minutes - totally unproven - he didn't bring in a deal nor close one - was deciding who was right for this company...and moreover - the President - didn't give a shit. He did not have my back.
I sent my final invoice and told them that - like the other two companies where the relationship ended (either by me or them), we are never to work together.
Any retail technology companies or pricing solution companies that want a fast pipeline built - give me a call. I can bring a lot to you - since clearly - they did not think much of what I could do for them.
You are so NEGATIVE. Why analytical feedback that can help is viewed, well, Negatively.
After my last employment stint ended - about 14 years ago - I had gone to see a therapist for a while. The situation was so bad that I actually had to seek out professional help to work through it and handle the severe depression that resulted from the ending of that job. I told the therapist about how people said that I was negative when I would share observations about a particular situation....and usually I share very directly - as I am a very direct person.
She stated, after I gave some examples, that I was NOT - in fact, Negative....but a highly analytical person who would share observations and insights. The problem she stated, as I recall, was that the recipients of that feedback are not equipped to handle it
I recall once, sitting in a meeting with my boss at a former employer and listening to some plan they had to introduce a new solution to the market. I outright told them that it probably would not work because the culture of the company was not sales/marketing oriented, there was little support, and they would need to change certain things before it would succeed. I had facts and examples behind it. My boss proceeded to call me into his office shortly after the meeting - not only to inform me that I was very negative, but that I should not talk to the owner of the company in that manner (one of the owners of the business was in the meeting). He was quite angry with me. Not long after that I was terminated from the company.
Now, when I share that type of feedback with my clients particularly - many of them are grateful and appreciate the honest and direct information. My more successful clients have actually taken the information seriously and have made adjustments at times as a result. I suddenly went from being "negative" to being a valued resource of information.
My share here is that as an employer or business owner - be aware of what is truly negative and what is positive feedback that can affect business outcomes. Someone who says "we can't do it, because it has always been done this way" - that is negative.....someone who says "we can't do it because we currently lack the right culture and infrastructure and support (with examples)" is someone who is saving you from future business failure.
Be smart enough to distinguish it.