US Army

-Conducted Covid Testing Operations across the 3 states in the Midwest
-Led a team of 3 other medics to achieve set mission objectives
-Collaborated with Non-Commissioned and Commissioned Officers on a variety of mission subjects.
-Oversaw administration and funneling of patients through the vaccination process.
-Addressed any and all injuries or illnesses that threatened life, limb, or eyesight 
-Assisted team members in proper SOP adherence to case management.
-Handled range safety in all range ops including management of range safety officers
-Ran cycle counts of medical equipment on hand and in storage

Brigade Aid Station Team Leader 

Randstad Digital

Filling gaps in the digital infrastructure for Fortune 500 companies to Series A start-ups, whether it’s sourcing technical talent to work internally or partnering with our established technology teams. 

ServiceNow Implementation ✅
NetSuite Conversion ✅
Salesforce Adoption ✅
Finding the talent so you can do it yourself ✅

Account Manager

Firstbase.com

'23: drove $4.6 million in business to top of funnel
-Focus on US & EMEA
-Established outbound practices, sequencing, and messaging for founding outbound team
-First rep to set an outbound meeting within the first 8 days of the start date
-Data hygiene with SFDC following MEDDPIC S1-S10 protocol 
-Performed 50+ Cold Calls, 30 emails daily, 25 inmails per week
-Rebuilding demand strategy with a monthly ad spend of 5k per month

Enterprise BDR

-Controlled Average Monthly Purchasing spending of $135,000 per month 
-Back-end sales enablement of pricing, lead-time, and catalog selection for largest enterprise account
-Partnered with CSMs to ensure amazing enterprise account renewal worth $1.2 million in ARR
-Managed supply chain, outbound movement, and fulfillment of $2 million worth of retail product from the manufacturer to end user
-Conducted 3PL & Vendor Inventory Cycle Counts in order to increase Purchasing & Procurement Accuracy, reducing lead time from 110 days to 30.6 on average. 
-Met with cross-functional stakeholders across both vendor and internal teams to solve business objectives. 
-Organized network of logistics and 3PL partners to deliver a best-in-class White glove delivery of product. 
-Analyzed customer, order, inventory, vendor, and product data to produce actionable insights and reporting. 
-Defined key warehousing requirements, produce tender/SOW documents, and roll out new relationships with distributors and third-party warehousing partners. 
-Cleaned shipping, eta, delivery, and Inventory data
-Optimized Delivery, Fulfillment, and Reverse Logistics of big and bulky products.

Operations Analyst

Peloton Interactive

-Averaged 210 appointments on a daily basis by leveraging the Salesforce Lightning tool.
-Operated 53,000 sqft Full-Service warehouse in the North Region  
-Expedited $540,000 in product delivery/fulfillment, achieving exemplary customer satisfaction. 
-Maintained a 4.95+ CSAT score by using Lookr and maintaining best practices. 
-Improved NPS by 17% increasing member loyalty by curating a world-class white glove delivery
-Functioned as LOD, directed a delivery fleet of 30 vehicles &  60 direct report team members.

Field Operations Team Lead

On The Marc Training

-Achieved first-ever $50,000 gross revenue month while leading priority of acquiring corporate accounts & franchisees
-Collaborated with onboarding post-sale to schedule 3-7 initial weekly assessments. Planned and managed staff coaching, including rigorous follow-up on the existing pipelines. 
-Skillfully connected leads with the coaching staff for program assessments. Interfaced with the training staff on the sales cycle and scripting. 
-Conceptualized and implemented video marketing content w/ agency partners.
-Primary media buyer managing 20k in monthly ad spend

Product Marketing Specialist

F45 Training

-Managed a 60k monthly advertising spend for 5 Southern California Locations 
-Ran Facebook and Instagram Ad campaigns for local lead generation and maintained a CPL of $6.87
-Implemented an in-studio set sales process that reduced No Show Rate by 27%
-Increased CTR on ads from 32% to 48% through video ad creatives.
-Took over franchise sales for the Southern California market and generated 2 Franchisee Deals with a total value of $486,000

Marketing Manager 

LadyBoss Health & Weight Loss

-Led team to first-ever 500k month
-Managed total personal pipeline value of $600,000
-Led a team of 7 on a fully automated sales floor (Salesforce, 5ive9ine, inbound Facebook generated leads) 
-Achieved 25k in gross revenue week after week for the quarter
-Won and held the highest revenue producer on the floor w/n 3 weeks of starting (over 75k in personal production in a single week)

AE Team Lead

Limelight Media LLC

-Started as an appointment setter and moved to a closing role
- Demo'd 3-4 appointments weekly via Zoom
- Generated 5-10+ new appointments per week to fill the pipeline by leveraging Linkedin
- Utilized CRM tools like Pipedrive and Keap to manage the sales pipeline

Business Development Associate

Charter Fitness

Personal Trainer: 
-Booked 7-12 initial assessments per week that converted with 43% conversion 
-Repeated until schedule could no longer handle additional clients 
-Helped fill other trainers' schedules with scheduled initial consultations 
Sales Manager:
Promoted to after 1 year as PT
-Led team of 4 trainers and 5 Front Desk Staff 
-Created, Set, and Managed initial sales plans which operated on quarterly bases 
-Achieved over 10k in recurring personal training packages.

Personal Trainer & Sales Manager

Empowering Businesses to Thrive Globally 🌎 | Unleashing Potential with Firstbase.com's Comprehensive Remote Work Solutions 💼 | Your Ally in Scaling Boundaries and Profits 🚀

On a mission to make IT active on Linkedin 🫡

Vince Castillo

J. Pollard

Director of Social Engagement ~ Business Honors

AE @ Gong - Co-Founder @ Holistic Sales Co.

Running a Mid Market Sales Team of absolute killers here in Austin.

SKO and Sales Event Speaker: If interested email me jc@upandupgrowth.com

Senior Account Executive

Jc Pollard

I had a weeks worth of posts planned this week but I can’t bring myself to post about sales, or tech, or whatever this week.

This weekend in my home of Austin Texas 2 innocent lives were taken and over 14 other were injured in a mass shooting downtown. 

It’s genuinely heartbreaking and I can’t imagine the pain and loss the families and friends of those impacted are going through.

I love this city and the people here so much. This place is my home, and everyone here is my family. 

All I’ll be posting this week is this story and a link to a fundraiser being held. 

100% of these funds will go directly to the victims and victims families to help pay for the costs associated with this tragedy. Funeral costs, medical bills, loss of income, etc. 

Love will always win here in Austin. 

http://spot.fund/98236ftsc

Sales Leader @ Gong + Freelance SKO Speaker

No alternative text description for this image

In May of 2023, I took an AE Role with an OTE of $320,000.

I left that job after a few months, and let me tell you... If I had stayed, I certainly would not have made $320,000. 

The career mistake I made was painful and ended up costing me hundreds of thousands of dollars.

But it was a valuable lesson and was one I wish I hadn't learn the hard way. 

OTE is a shiny object that gets flashed in front of a seller, and I admit firsthand that it can be seemingly impossible not to get excited by some lofty number.

I was 25 years old, saw a number that started with a 3 in front of it, ignored a lot of really smart people advising me to stay at Gong, and chased the paycheck. 

Here is what I learned firsthand -> OTE is far less important than the following:

1. Is there a real, repeatable, and consistent path towards overperformance?
2. Is there a strong product-market fit? 
3. Do you absolutely love the product?
4. How is the existing team really performing, and what are they really making? 

I partnered with RepVue, and we put together a few resources.

Here is a list of companies sorted by either Base, OTE or Top Earner: https://lnkd.in/gXPEFt9U

And here are the companies sorted by the average AE Attainment: https://lnkd.in/gwdufiY6

Brand partnership • Sales Leader @ Gong + Freelance SKO Speaker

I have a friend whose company tried to screw him out of $40,000 in commissions. 

He closed a massive multi-year 6 figure deal, but when his commission check hit, it was wayyyyy smaller than he anticipated. 

After 2+ months of conversations, he found out that the company changed the 'Sales Policy' two days after he closed the deal and restructured the rules so they wouldn't have to pay him out. 

He was close to hiring a lawyer to figure things out, but thankfully, they finally released the commissions. The sad thing is, these kinds of things are not rare in sales. 

Even though Comp plans are complex, with kickers and clawbacks and a million other factors, don't let lack of clarity cost you thousands of dollars that you worked so hard to earned. 

That's exactly why our company brought in CaptivateIQ. 

We have complete clarity on how commissions are calculated in real time. 

No more spreadsheets!

No more waiting until after the check hits to find out if something's off. 

As a sales leader it is such a blessing too because my team knows exactly what they are earning, and no one isn't left in the dark on anything. 

Clear is kind. 

Clear compensation is not a nice-to-have for a sales team, it is a need to have.

#CaptivateIQPartner
https://lnkd.in/gB8xZbrp

Saw a post today from a new SDR highlighting some of her early career lessons and takeaways.

Then saw a comment roasting her suggesting that she should stop posting and focus on working. 

Come on now. 

That person is an anchor, some people are hot air balloons. 

One of the things I have learned in life is the sooner you can drop the anchors, and surround yourself with hot air balloons the better. 

Let's not discourage knowledge sharing and openness, no need to dim someone elses candle in order to make yours burn brighter. 

Here's to showing up better as humans day in and day out.

Within days of moving to Austin, it felt like it had been home my whole life. The people here are special, and we are all so proud to be in Austin. 

On paper, this is a city, but it has always felt like a small town and a true community. 

This weekend, we lost two of our family members, 21-year-old Savitha Shan, 19-year-old Ryder Harrington, and as of yesterday, a third life was lost 30-year-old Jorge Pederson. 

The feeling of loss in this city is palpable, and it is a helpless feeling. 

Though nothing we do now can change the past, there are things we can do to hopefully alleviate some of the burden on the families of the victims. 

My friend started a GoFundMe campaign with a goal of raising $300,000. 

100% of these funds will go directly to the victims and victims families to help pay for the costs associated with this tragedy. Funeral costs, medical bills, loss of income, etc. 

If you want to contribute financially, you can use the link below, if you aren't able to consider sharing this link around. 

https://lnkd.in/gDGhMvYz

100% of these funds will go directly to the victims and victims families to help pay for the costs associated with this tragedy. Funeral costs, medical bills, loss of income, etc. 

Love will always win here in Austin.

Probably going to get a bit of heat for this post, but after interviewing hundreds of candidates for AE roles over the past year, I wanted to share two of the reasons people give for why they left a company that gives me pause as a hiring manager.

1. I didn't like my manager:

I get it, I have worked for a manager that I did not like working for before, and I know it can be draining. BUT, if you are interviewing for a role at a company, even if you like the hiring manager, there is no guarantee that they will be your manager forever.

And there is a chance that you one day end up with a manager you don't gel with again. 

Would you leave again? 

It's one thing to have a fundamental disbelief in the direction of the company or the upper leadership, but not having a direct manager that you vibe with is not a great reason to leave IMO. 

2. There was a lot of change:

Spoiler alert. At Gong, or pretty much any fast-moving company, the only constant is change. Things here change constantly, and to thrive here you have to lean into the change, adapt quickly, and find a way to win.

Change is only going to accelerate with AI progressing so fast.

When I hear someone left due to lots of changes, I think, are you going to leave here when there are inevitable changes too? 

I want people that handle hard well, and that can adapt and thrive through a bad manager, or an evolving company.

This is obviously not a blanket statement, and there are always exceptions and nuances. 

But thought I'd share for the folks out their interviewing.

Some of the best sales advice I have ever gotten.

"How do you say 1/2 as much in 1/3 of the words?"

Less is often more.

Last weekend 3 people were killed in a mass shooting here in Austin. One of the victims was Jorge Pederson. 

Taylor Gallagher reached out to me, sharing that he was close friends with Jorge, and I wanted to share his story.

"Jorge was truly the funniest guy I ever met and an even better friend.

I remember FaceTiming him Saturday right before he went to the bars of his new home, talking about how excited he was working for Mike Rivard, this new opportunity, and beginning his professional MMA career.

Unfortunately, that was cut short due to the hateful actions of someone.

Jorge was the kind of person who could make you laugh no matter what kind of day you were having, who showed up for people, and who genuinely cared about the people around him.

Evil may have taken him from this world, but it will never take the impact he had on the people who knew him. Jorge will live on through every memory, every laugh, and every story we continue to tell about him.

If you’re able, please consider supporting the SpotFund that has been created to help his family with funeral expenses, medical bills, and the many costs that follow something like this. Every bit helps."

https://lnkd.in/e7hVfqDy

The proceeds will go to his family and support their efforts for a funeral service., Please consider donating or sharing this around!

Open article: Click here to show your support to Brody Oothoudt's story *JorgeTrapPedersonFuneral by spotfund.com

Click here to show your support to Brody Oothoudt's story *JorgeTrapPedersonFuneral

We do individual skill development plans for each rep on a quarterly basis. 

The intention is to singularly align on the #1 most needle moving skill that rep needs to improve on to propel their performance. 

I genuinely used to spend hours putting these together. 

Combing through data, looking + listening to dozens of calls to spot themes and come up with an action plan.

Not anymore.

Skill dev plans took me at most 30 minutes to 1 hour this year using Gong's AI builder function.

Here is the prompt I used "I am building out a 90 Day Skill Development plan for XYZ rep, my hunch is that their biggest skill gap is XYZ hypothesis. Please validate that that is their biggest gap, if it is please find relevant examples of deals and calls where that skill gap showed up, and design a concise 90 day plan to improve that skill. If you spot a skill gap that looks more important than that, please challenge my hypothesis."

Boom. Minutes later. Skill Dev. Done. 

The future is here y'all.

PS: I say please to AI all the time, just incase the robots ever turn on us I want them to think I am nice :)

Calling the wrong number isn't just annoying, it’s a 6-figure problem for my team.

Let me explain:

I have 6 Full Cycle Mid Market AEs.

Each rep makes 80 dials/week
      → That’s 480 total dials/week

We were seeing roughly 20% of numbers being inaccurate
      → That’s 96 wasted dials/week

Each failed call eats ~60 seconds.

That’s:
     → 96 minutes/week
      → ~1.6 hours/week
      → ~83 hours/year burned on dead ends

Now let’s look at what that actually costs.

At just a 2–3% cold call-to-meeting conversion,
96 bad dials = 2–3 missed meetings/week

That’s:
     → ~100–150 missed meetings/year

With a 60% conversion rate to pipeline, that becomes:
     → 60–90 missed opps/year
      → At a $40K deal size = $2.4M–$3.6M in lost pipeline

Now assume a 15–20% win rate at $40K ACV (conservative):
     → 9–18 closed deals lost
     → That’s $360K–$720K in revenue… gone

Because we had the wrong number.

This is exactly why we started using FullEnrich to verify mobile numbers using a waterfall enrichment approach.

It has almost eliminated inaccurate numbers for us.

If your team is just accepting bad data as “part of the job,” it doesn’t have to be.

Bad data isn’t a small inefficiency.

It’s six figures hiding in plain sight.

taplio

The Battle

Vince Castillo

Jc Pollard

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