Webflow

Sr. Manager Corporate Sales

TA Sales

Sales Coach

pclub.io

Course Instructor and Founding Member

Outbound Squad

Coach

Pavilion

Course Professor - Front Line Manager School
Completed - Rising Executives School

Member and Course Instructor

Catalyst Software

Customer-Led Growth Advisor (CLG)

First Round Fast Track

Mentor

Outreach

- Created and scaled the Growth segment from 6 to 25 reps and 4 managers, globally 
- Created playbooks, processes for AEs, managers in role
- Oversaw global sales - achieved 130% NRR and 125% to quota
- Top performing team in revenue % to quota in 2021

Director of Sales

- President’s Club 2021
- Top performing AE team in SMB for 2020 (% to quota)

Sales Manager

Zillow Group

General Manager, Enterprise Sales

Sr. Manager, Enterprise Sales

SnackNation

Enterprise Manager

Coaching Frontline Managers To The Next Level | Sales Leader @ Webflow

I have led 5 different sales teams at all levels (SMB through Enterprise) and am now on a path to help new sales managers. 

What I believe in - 
1. Creating and maintaining a great culture of growth and accountability
2. Understanding numbers and creating predictable forecasting
3. Fostering a high performing team that breaks records
4. Supporting individuals to become better versions of themselves personally and professionally
5. Incorporating health and wellness to drive performance 

Past -
1. Grew a SaaS business 10x in ARR (Outreach.io - Now doing it at Webflow)
2. Hired and trained 100+ AEs, 20+ managers 
3. Built and led onboarding/enablement programs around management

If you want to get better, I can help.

Sean Gentry

🔢I Coach Sales Teams to achieve consistent results by prioritizing accountability, strategic coaching, ICP focus and performance metrics | 1 on 1 and Group Coaching | LI Live and Podcast Host

When I first got into sales, I had a similar path as most. I was trying to figure out how to sell, and once I did that had my eye on being the top performer on my team, so I would be thought of as a leader and have a chance to be promoted into management.

A short year and a half later, I did all of that and was promoted. I was going to change everyone's life and get to teach the low performers how to be successful and sell. About a month and a half later, I was wondering what happened. Nobody seemed to be listening to me or at least improving like I thought they should. I was really good at chasing and closing deals because that is all I knew how to do. My boss kept telling me you are trying to be a hero "You can't save everyone."

My problem was I was subjective and emotional about everything. I had no management process. It wasn't until I figured out that I had to take the emotion out of it and make everything objective that I started to see results. 

Fast Forward 10 years later, with many successes and failures I created a 6 step process that helps takes the complication out of managing salespeople with a heavy focus on your team's Structure vs Pipeline:

1. ATM Approach- Where am I at with my team today
2. Interview Process- How do I hire more awesome Reps
3. Onboarding- How do I get new reps to revenue faster
4. Expectations- Set clear expectations so people know if they are good at their job or not
5. Coaching- How do I develop people using data
6. Ideal Customer Profile- Who are your target accounts

If interested in learning more you can visit my website to book a call or download my e-book on the ATM Approach.

mattdferguson.com

Matt Ferguson

Who knew a teenager and 2 cups of ice cream could make such a difference?

Yesterday, my Wife worked late. I had the kids.
McDonald's was the plan until my daughter saw Chick-fil-A.

We walk in, I order, kids hit the play area.
Shortly after the food arrived, I heard my name.

I turned around to a teenage employee.

"Do you think your kids would want some ice cream?"

"Ya, they would love that."

He brought out two cups.
Too much sugar for my kids.

I grabbed one and offered it to a young couple in the corner.
She hesitated, then smiled: "I'll take it. Thank you!"

A couple minutes later, her boyfriend walked over:

"She was having a really bad day. That ice cream just made it a whole lot better. Thanks Again"

That tennage employee created a ripple effect:
- My kids got ice cream
- A stranger's bad day got better
- And mine did too

The little things make a BIG DIFFERENCE.

It's knowing someone's name when you don't have to.
It's offering a little extra when no one's watching.

The extra effort always pays forward.
Even when you can't see where it goes.

Chick-fil-A Restaurants, if anyone reads this.
His name is Nate.

The location was in Phoenix at 16th and Camelback
Give that guy a raise!

82% of buyers think this about sellers.
And this stat doesn't make sellers look good.

However, Jen Allen-Knuth thinks it's a great way for you to be in the 18% and get ahead of everyone else.

What is it?
Being prepared.

82% of buyers think sellers are unprepared.

She gives some great tips on how to get ahead of everyone else, along with:

- Realizing that the status quo is your biggest competitor and the 3 key    strategies to overcome it.
- Understanding your buyers paralyzing decision-making process
- Why sales leaders cause sellers to sound identical.

Jen offers a wealth of valuable advice in this episode.

To hear the entire thing, podcast links are available in the comments.

Thanks again for coming on and sharing so much valuable information on how to overcome what we are all facing.

The Status QUO and our buyers doing nothing.

If you're a dad and struggle setting up a pack' n play, please read this.

My wife says to me this morning:

Can you set that up real quick?

Real quick- I struggle every time.

Have I ever read the instructions?
Nope

Have I ever asked for help?
Nope

Just struggle my way through it.

This morning, tho, I said, "I suck at setting this up."

That's cause you're doing it wrong.

Well, how do you do it then?

She showed me.
It couldn't have been easier.
Now I'm a pro.

Don't be afraid to ask for help.

There is usually a better way to do things.

It could make you a pro vs an amateur.

Last week, I received a great comment on a post.

It was regarding a stat about how 82% of sellers think buyers are unprepared for meetings.

Here was my favorite part from The Sales Rebellion:

"The 82% aren't just tactically unprepared. They're showing up with "what can I get FROM this person energy instead of how can I serve this human energy."

A day later, when discussing with Kristie K. Jones K Jones the topics she wanted to discuss on our LI Live this week I read:

"2026 will be the year of the Buyer - Are You Ready?"

I couldn't be more excited to discuss with Kristie who is a Founder, Speaker and Author!

We will also discuss:
- The shift to Buyer-led Growth
- The growing importance and dependence on Marketing to support sales
- What you can do now to prepare

We will go live, Thursday at 10:00PT/ 1:00 ET. 
Click attend and we will see you there!

Daniel Vega, Stephen Clifton and 87 other attendees

2026 Will Be the Year of the Buyer: Are You Ready

Fantasy Football, Candyland, and Leadership. 

I beat my brother in Fantasy Football last week.

As I rubbed it in.

He used the famous line from Doc Holiday:
"Forgive me if I don't shake hands."

I immediately laughed, because the week before, after a heated game of Candyland.

My wife made my daughter and I shake hands because of:
-Cheating acquisitions
-Sore losing 
-Bad winning

Thankfully, my wife knows both of us and jumped in before it lasted the rest of the night.

We all laughed and then watched a show as if nothing had happened.

As leaders, we deal with so many personalities.

The more you know them.
The more you can stay ahead of problems.

Sense tension early.
Diffuse it fast.

Great leaders prevent fires.
Average leaders clean up the damage.

Chris Beam- Thanks for the content idea!

What do you sound like on calls?
Do you know what your team sounds like?

You might be surprised what you hear or see.

It's not that hard to turn a bad sales call into a good one.

Yesterday, a client told me how good a call with a rep was.

When we got on the call, I could tell they weren't very interested.

We had sent them a gift, and it felt like they had to take the call with us.

But we got them to go from:
- Annoyed
- Uninterested
- Closed minded

To
- Engaged
- Interested
- Open to sharing

I had a feeling I jnew the answer but asked, "What changed?"

We found something he was stressed about, and dug into it.
Then, we explained how we could help with it.

It couldn't have ended any better.

A simple lesson.

It's not about how great you are.
It's about how you can help.

Sales isn’t about being impressive.
It’s about being relevant.

Find real pain - earn real engagement.

Yesterday I solved a problem I have been having for weeks.

Every weekend, I take my kids to McDonald's for breakfast.

We always split a Big Breakfast.

As I cut the pancakes up, the fork breaks.
Everytime

It doesn't matter how careful I am.

Yesterday, instead of doing the same thing that had failed too many times to count.

I put some thought into it and tried something different.

I held the fork lower.
It didn't break.
I pumped my fist and handed it over to Murphy.

Problem solved.

We all have problems everywhere.
Home
Work
Eating out

You can either get mad and blame others.
Or figure out a better way.

The first one is easy, I do it all the time.
The second one takes some thought.

But when you figure out where to hold the fork.
It makes you feel a lot better.

If you knew who sent the text below and you’re in sales, you’d DM him today.

Why?
Because he always finds a way to beat his comp plan.

And as you can see, he just broke another one.
The company noticed. Now they have to fix it.

I hear this all the time:
“I can’t get my team to do what I want them to do.”

My first question back:
“How are they paid?”

Most of the time, the comp plan rewards something completely different than what leadership wants.

That’s why I always go back to two simple words:

Roles and Goals
- What is their job?
- What do you actually want them to do?
- What should they produce?

When you get that part clear, the comp plan becomes obvious.

Align pay with the behavior you want.
Remove the noise.
Don’t overcomplicate it.

If you have an employee underperforming, or you are underperforming. Ask yourself these 3 questions.

1. Are they in the right role.
2. Are proper expectations set.
3. Does the comp plan fit what you want them to do.

My bet is the answer to 1 or all of those is no.

When the answer is yes to all 3 questions, life is easier for everyone.

Great advice from CEO to CEO on hiring top performers in their industry.

A client of mine is thinking about hiring a top performer.

I am always a bit skeptical; it never seems to work out like you think.

He said something to me that made me feel better, based on advice he had received from another CEO.

"He told me when you are hiring these top guys, you can't just put them out there on their own, you have to make sure you guide and support them."

I loved that advice, as I have seen myself make that mistake before.

Hire and expect them to produce.

2 more things to think about:

1. Will they fit your culture?

2. Is the role you are hiring them for the same as what they were doing as a top performer elsewhere?

Example- They are managing accounts that they have closed years ago, and you want them to come in and hunt for new businesses.

I understand wanting to do it, but it's not the easy button.

As someone told me a couple of months back, after their company closed Target, and I asked them how.

"I hired a top performer from our industry."

"Wow, surprised that worked out."

"Well I am now 1 for 7 in doing that."

Make sure everyone is set up for success.

Don’t expect past results unless you can match the environment that created them.

One of the best hunters I have ever worked with had a gut feeling.

"I don't feel like I'm talking with enough decision makers the last 2 weeks."

He's the best cold caller I have seen in 15 years.

So when he says something feels off, I listen.

I told him, "That's interesting. Let me look into it and get back to you."

Here's what the data said:
- Last month: 12.8%
- This month: 11.2%
- Last two weeks: Around 9%

His gut was right.
The trend was down.

But here's the thing - it wasn't catastrophic.

I texted:
"You were right. It's down. But not by much. Keep doing what you're doing, and let's keep an eye on it."

Mistakes that are easy to make:
1️⃣ Dismissed his concern ("You're fine, stop worrying")
2️⃣ Overreacted ("Let's change everything!")

When we discussed on the phone he also mentioned he had been targeting a different list that may have caused it.

But the best reps have instincts for a reason.
They feel the shift before the numbers scream it.

Your job as a leader isn't to panic or dismiss.
It's to validate, investigate, and guide.

Sometimes "keep going" is the right answer.
Sometimes it's not.

But always trust the gut of your best people.

They didn't get to be the best by accident.

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The Battle

Sean Gentry

Matt Ferguson

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The Battle

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