Sales Reinvented

Paul Watts
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We at Sales Reinvented are on a mission to change the negative perception of selling. Each week we will be interviewing experts in the field of sales and sharing their knowledge, ideas and expertise with our listeners. They share with us in our vision of a world where selling is profession to be proud of. The aim of our formatted show is to provide 'snackable' episodes that are short enough to listen to in one sitting but long enough to provide real value that will help you in your sales career. Welcome to the Sales Reinvented Podcast.

  1. 4d ago

    Referral Rocket Fuel: Real Stories and Unbeatable Tactics from Top Sales Leaders

    In this "best of" episode, I'm sharing some golden nuggets from sales trailblazers, Jamie Crosby, Nick Kane, and Liz Heiman. They share the secrets behind scalable, trust-based referral selling to help you ditch haphazard "who do you know?" asks and start building referral systems that deliver. Today's show is packed with actionable advice on referral selling—the dos, the don'ts, and lessons learned from real-world sales situations. Outline of This Episode [00:41] Jamie Crosby's top three referral selling do's and don'ts [05:12] Importance of organically building relationships over time to generate referrals [06:28] Nick Kane on asking for referrals [11:41] Strategic networking using LinkedIn and CRMs [14:43] Liz Heiman on proactively reaching out for referrals [08:57] Checking in before asking referrals [17:09] Combining referrals with event networking [18:31] Referrals can be about more than just sales Earn It Before You Ask The first rule of referral selling is: never ask before you've earned it. Value comes before requests, and any referral agreement should always be transparent and in writing. Jamie Crosby suggests continually updating your referral sources—celebrate the wins and share the bumps in the road so they're never blindsided, a practice that deepens trust and professionalism. Jamie shares the story of when years of nurturing relationships paid off when, unprompted, multiple referral partners stood up to share testimonials about her business's impact. Thoughtfully built referral networks don't happen overnight, but their ripple effect can be truly magnificent.   Timing, Tact, and Tenacity For Nick Kane, excellence in service is the foundational "do"—without it, no referral program stands a chance. He underscores the importance of educating customers on referral benefits and making the process straightforward and enticing for them. The key differentiator is timing. Ask too early, and you risk coming off as transactional; wait too long, and you may miss your window.  Nick illustrates these principles with an example involving a multi-level referral chain to infiltrate a dream client account. By mapping connections, leaning on LinkedIn, and nurturing advocates at each step, he struck gold—not with a cold call, but a series of warm, credible introductions.    Don't Make It Hard Liz Heiman champions a methodical approach, have a written plan, be proactive (maybe pick up the phone!), and most importantly, don't dump all the legwork on your customer. Instead of vague or open-ended asks, she suggests specificity: do your homework and invite your customers to simply confirm or connect, not to brainstorm on your behalf. Liz also shares how blending event networking with referral requests can yield better introductions. By encouraging clients to bring contacts to meetings, dinners, or information sessions, you transform referrals from awkward asks into mutually beneficial experiences. This creates more natural, lower-pressure entry points for growing your network, and helps your advocates help you more easily. Connect with Jamie Crosby Jamie Crosbie on LinkedIn Jamie Crosbie on Twitter     Connect with Nick Kane Nick Kane on LinkedIn  Nick Kane on Twitter    Connect with Liz Heiman Liz Heiman on LinkedIn  Liz Heiman on Twitter  Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    20 min

  2. Jun 3

    The Power of Stakeholder Mapping in Key Account Success

    Key account management is more than a sales tactic — it is an organization-wide growth strategy that prioritizes deeper, value-driven relationships with your most important customers. On this episode of the podcast, Joel Schaafsma joins me to dig into the nuances that differentiate key accounts from regular accounts, why organizations struggle with defining them, and the organizational investment and ROI linked to strategic account management.  Joel is a strategic account management and customer experience expert known for driving organizational growth and building frameworks that translate customer insights into better business decisions. He shares his experience on evolving from vendor relationships to trusted advisor status, the common mistakes made when transitioning from sales to account management, and the critical importance of aligning your business strategy with your customers' objectives.    Outline of This Episode [00:00] Key account strategy overview [05:34] Building customer alignment [07:43] Stakeholder mapping for alignment [11:17] Key account management basics [13:37] Collaborating on customer-focused strategies [16:34] Key strategies and common pitfalls [21:31] Building a hospital partnership program Building a Key Account Strategy That Aligns With Customer Goals You build a winning key account strategy by aligning your business completely with your customers', integrating at multiple organizational levels. By orchestrating input from all stakeholders, not just the primary point of contact, account managers can spot trends, proactively address issues, and introduce co-creation opportunities that serve both parties' goals.   Leveraging Stakeholder Mapping and Executive Sponsorship Deep alignment is only possible with clear stakeholder mapping. This goes beyond knowing names on an org chart, it's about understanding influence, needs, and potential advocates across both organizations, which equips you to withstand changes such as leadership turnover and evolving expectations. Joel emphasizes the role of an executive sponsor program: connecting your senior leaders with theirs builds credibility, opens doors for value-driven dialogue, and quickly removes barriers when action is needed.   Tools, Technology, and Methodologies for Success The right foundation combines methodology, technology, and innovation. Joel recommends: A Distinct Strategic Account Management Methodology: This should include value co-creation and regular outcome validation, which differs from traditional sales playbooks. Enabling Technology: Use tools that collect and synthesize data from all touchpoints within both organizations, moving beyond spreadsheets to foster true alignment and prioritization. AI Integration: Those who ignore AI risk falling dangerously behind as it rapidly reshapes the landscape of business intelligence and process automation.   Making the Key Account Plan a Living Strategy Joel details that effective plans are co-created with customers, regularly revisited, and focused on mutual priorities. Simple, actionable documentation, combined with technology for prioritization and measurement, transforms the plan from a once-a-year formality into a working blueprint for partnership. When confronted with real-life challenges such as price competition, don't just look for cost savings. Take a step back, engage a wider range of stakeholders, and solve bigger problems. That strategic lens is at the heart of lasting success in key accounts. Resources & People Mentioned Strategic Account Management Association   Connect with Joel Schaafsma Joel Schaafsma on LinkedIn    Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    25 min

  3. May 27

    Best Practices and Common Pitfalls in Key Account Management

    Key account management (KAM) isn't merely a sales function—it's a transformative business model that bridges organizations with their most valuable customers. Too often misunderstood or underleveraged, KAM has the potential to drive deep strategic value and foster long-term growth. In this episode of Sales Reinvented, Mark Davies and I unpack the essentials of effective key account management, the common pitfalls organizations face, and the concrete strategies for building world-class account relationships. Mark, chairman of the Association of Key Account Management, visiting fellow at Cranfield, and founder of Value Matters. With deep expertise as both a buyer and seller, including leadership roles at BP and in the pharmaceutical industry, Mark brings a wealth of insight into what sets key account management apart from traditional sales approaches.    Outline of This Episode [00:00] Who are key account customers? [03:55] Challenges in key account management [07:26] Understanding the customer's big picture [10:25] Talking to customers at different levels [16:14] Building a customer-focused strategy plan [22:18] Unlocking growth through collaboration Avoiding Common Mistakes in Key Account Management One of the biggest traps companies fall into is believing that training alone can transform their KAM results. Mark cautions that KAM is more than just the key account manager, it's a company-wide mindset and approach, not a solo endeavor. A critical organizational misstep is continuing to reward key account managers on short-term sales targets while expecting them to deliver multi-year account growth. Metric systems must evolve to reflect longer-term, value-driven objectives, not just monthly or quarterly transaction goals.   What Makes an Effective Key Account Plan? A living KAM plan is not just a glorified document; it's a dynamic framework for strategy, internal alignment, and customer engagement. Mark recommends structuring plans around five pillars: capturing value insights, developing tailored value propositions, defining account strategies, securing internal buy-in (the "internal pitch"), and ensuring robust value delivery backed by measurable outcomes. Regular leadership reviews and organizational engagement are essential to keep the plan actionable and relevant—a "set it and forget it" approach simply won't work.   Top Do's and Don'ts for Key Account Management Key account management is ultimately about building trust, understanding, and value for both parties. With strategic leadership, disciplined processes, and a focus on genuine customer partnership, KAM can elevate selling from transactional to transformational. Here are Mark's dos: Do treat KAM as a distinct business model and change process Do start with a focused set of accounts Do engage the broader organization And here are his don'ts: Don't measure KAMs solely on short-term sales Don't overload them with too many accounts Don't neglect the fundamentals of value-based selling   Mark shares a powerful example of when key account management works from a business that, after implementing collaborative KAM strategies across its merged business units, unlocked organic growth so significant that they struggled to meet the surge in demand. Mark's story illustrates how the right KAM process can transform relationships and drive sustainable business results.   Connect with Mark Davies Mark Davies on LinkedIn     Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    25 min

  4. May 20

    Tools and Tactics Every Key Account Manager Needs

    On this episode of the podcast, I'm joined by Ian Cartwright, a New Zealand-based sales coach, speaker, and author. Ian is known for his clear, actionable approach and his passion for empowering B2B sales professionals and SME owners with practical tools and engaging workshops. Ian gets straight to the point and shares the biggest mistakes salespeople make when moving into account management, as well as why stakeholder mapping is absolutely essential. We also talk about how to align strategies with customer objectives and the importance of building strong, value-driven relationships. He also tells a real-world story of turning around and growing a fractured strategic account. This episode is packed with actionable insights to help you elevate your key account management game and build even better customer partnerships.   Outline of This Episode [00:00] Shifting from selling to strategic account management [03:41] Building key account relationships [08:18] Building a strong key account plan [12:55] Maintaining key customer relationships [16:16] Key account management challenges [18:03] Navigating customer relationships Key Accounts are More Than Just Big Customers A common pitfall in sales organizations is conflating "big" customers with "strategic" or "key" accounts. As Ian says, many companies assume their largest customers automatically qualify as key accounts. However, true strategic accounts represent high revenue AND offer pathways to greater opportunity—such as access to new sectors, product development partnerships, and strong cultural fit. Working with a strategic account should be mutually enjoyable and aligned with the business's core values and long-term objectives. Size alone doesn't make a customer "key"—the relationship's potential for synergy and evolution does.   The Account Manager's Evolving Role Transitioning from frontline selling to account management requires a fundamental mindset shift. Sticking with purely transactional tactics is risky. Successful account managers act as connectors and orchestrators, mapping organizational dynamics, understanding stakeholders, and proactively seeking opportunities to add value. Equally, organizations must invest in upskilling their sales teams. Treating account management as a passive, reactive role limits growth. Ian advocates for a white space strategy: continuously identifying hidden opportunities within the account, even if the returns may manifest months or years later. At its heart, key account management is business development driven by insight and relationship-building.   Tools of the Trade: Blending Old School and New Proficiency with modern CRMs is non-negotiable, but Ian also recommends blending old and new methods for a comprehensive approach: CRM: Centralizes information, opportunities, and collaboration across the team. Desktop Research: Staying ahead of trends in the client's industry supports anticipation rather than simply reaction. The Phone: Proactive, personal outreach builds trust—don't be afraid to pick up the phone! A Credit Card: Never underestimate the power of a coffee or meal to grease the wheels of partnership.   Communication and Relationship-Building In our conversation, Ian shares a real-world example of how fractured relationships, even with major clients, can be turned around through intentional stakeholder engagement, regular communication, and focusing on shared wins. Simple, consistent reporting of impact—such as reducing unplanned downtime reinforces partnership and value. Key account management isn't a static process or a matter of "set and forget." It's an ongoing practice of curiosity, planned engagement, innovation, and value reinforcement. By treating key accounts as evolving partnerships rather than static revenue streams, sales teams can drive mutual growth and position themselves as essential partners for the long term. Resources & People Mentioned The Six Fundamentals of Sales Know How by Ian Cartwright   Connect with Ian Cartwright Ian Cartwright on LinkedIn    Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    22 min

  5. May 13

    From Sales Mode to Value Alignment

    I'm delighted to welcome back Lisa Dennis, an expert in buyer-focused value proposition strategy and key account management. We're discussing what differentiates key accounts from regular ones and exploring why so many organizations struggle to clearly define them. Lisa shares her insights on aligning with customer priorities, avoiding common pitfalls when transitioning from selling to managing strategic accounts, and developing account plans that stay relevant amidst dynamic business shifts. You'll also hear practical methodologies for effective stakeholder engagement, the importance of speaking the buyer's language, and actionable dos and don'ts for successful key account management.    Outline of This Episode [00:00] Key account managers matter more [01:14] The importance of aligning with customer priorities  [02:43] Mapping strategic priorities, pressures, and buyer language [04:46] Difference between mapping org charts and mapping influence  [07:50] Making account plans about customer context [10:35] Lisa's top do's and don'ts in key account management [13:16] Reframing messaging for better client engagement Key Accounts Beyond the Dollar Value Most organizations struggle to clearly define what differentiates a key account from a regular account. A key account is best characterized by strategic alignment plus mutual value creation, according to Lisa. Instead of focusing solely on the revenue potential, the emphasis should be on relevance to the customer's priorities—on managing the alignment between the customer's needs and your company's unique value. This means adopting a mindset where the salesperson becomes a partner, helping the client realize outcomes that matter most to them. It's not about pushing solutions, but about understanding how those solutions fit into the client's broader strategic aspirations.   Staying Stuck in Sales Mode Transitioning from selling to managing a key account can be challenging. One of the most common mistakes is remaining in a sales mentality—selling products and solutions instead of managing outcomes. Many continue to focus on a single stakeholder rather than the entire buying team, leading to missed opportunities for deeper engagement and sustainable growth. A static account plan that doesn't drive meaningful conversations also impedes progress. The solution is a shift from "sales mode" to "value alignment mode," a deliberate approach that centers around the customer's defined value and changing needs.   Speak the Buyer's Language Developing an effective key account strategy begins with understanding the customer's business—how they make money, their strategic priorities, and the risks they face. Mapping these priorities to the buyer's language enables personalized conversations that speak directly to what matters most to each stakeholder. Instead of selling into "white space," the focus is on mapping capabilities to desired business outcomes and activating engagement through account-based marketing.   Stakeholder Mapping: From Org Charts to Influence Networks Traditional stakeholder mapping often starts and ends with an org chart. But true influence is what counts. Understanding who can sway decisions, who holds economic or technical buying power, and who sits in the executive suite is essential. Gaining access to senior decision makers requires leading with insight, speaking in business terms, and tying conversations directly to their strategic initiatives.   Connect with Lisa Dennis Lisa Dennis on LinkedIn  Lisa Dennis on X    Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    18 min

  6. May 6

    Understanding Why Strategic Account Management Builds Relationships

    We're lucky to have Mark Sellers with us this week. He's the author of "The Funnel Principle" and "Blind Spots: The Hidden Killer of Sales Coaching," whose programs have been implemented in 20 countries. Mark shares his expertise on building effective key account teams, the importance of stakeholder mapping, and how to access senior decision-makers. Our conversation covers essential tools and methodologies, best practices for creating living, and the critical role of cadence in driving meaningful progress. You'll also hear a compelling real-world example from Mark's coaching experience, along with a practical list of key account management do's and don'ts.   Outline of This Episode [00:00] Strategizing account growth [05:03] Understanding stakeholders in accounts [06:45] Importance of key account plans [12:23] Key account management tips [14:54] Building a global sales process   The Value Perspective Key accounts are identified by the current value they deliver—often representing a significant portion of revenues or profits—or by their future potential to grow into major contributors. Drawing on the 80/20 principle, Mark highlights how companies like ITW prioritize the accounts that already provide substantial value ("the 80s") while also identifying those with "80 potential" for strategic investment. But the real challenge is not just identification; it's executing strategies to maximize those accounts. Organizations often stumble here, emphasizing selection but failing to follow through with disciplined execution.   Building Teams for Success: Beyond the Solo Manager One of the most common pitfalls in transitioning from selling to managing key accounts is treating the process as a solo endeavor. Organizations must assemble dedicated teams for key accounts, not leave managers struggling alone. This approach leverages diverse expertise, aligns strategic objectives, and prevents competing agendas within the team. Too often, companies pile management responsibilities onto a salesperson whose instinct is to land deals and move on, rather than nurture long-term relationships. Success depends on both organizational support and the manager's mindset.   Knowing Who's Who in the Zoo Effective key account management relies on understanding all stakeholders who influence your company's position within the client account. Mark emphasizes the necessity of stakeholder mapping, identifying advocates, influencers, veto holders, and competitors' supporters. Even when direct access to senior decision-makers like CFOs or CEOs is limited, having a plan to reach and engage relevant stakeholders is vital. "Top-to-top" meetings—matching executives on both sides—facilitate alignment and deepen relationships, ensuring objectives are mutually understood.   Discipline Drives Progress Mark believes that there are two essentials when it comes to tools and methodologies: a robust key account plan and a systematic cadence for reviewing progress. The plan's worth depends on consistent follow-up; monthly or quarterly reviews ensure tasks are completed and strategies evolve as needed. Without cadence, even the best plans become stale reports. A structured playbook for these reviews fosters productive conversation and accountability—vital ingredients for moving the relationship forward. When it comes to key account plans, less is more. Mark advocates for concise plans—no more than two to three pages, supported by CRM for detailed information. Overly complex, document-heavy plans are rarely executed effectively. The best practice is to focus on live conversations that address progress, challenges, and next steps.   Resources & People Mentioned Strategic Account Management Association   Connect with Mark Sellers Mark Sellers LinkedIn URL - https://www.linkedin.com/in/funnelprinciple/ Mark Sellers Twitter URL – https://x.com/funnelprinciple  Connect With Paul Watts  LinkedIn Twitter  Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    18 min

  7. Apr 29

    Don't Miss Out on Key Opportunities for Your Business

    On the show this week, I welcome back renowned customer growth expert Janice B. Gordon, founder of the Scale Your Sales framework and award-winning Revtech strategist. We're exploring what differentiates a key account from a regular one, why organizations struggle with these definitions, and the mindset shift required for salespeople transitioning to account management roles. Janice shares her strategies for creating customer-centric, data-driven account plans and highlights key tools and methodologies that drive long-term client value. From actionable do's and don'ts to a compelling real-world example of how to transform a strategic account, this episode is packed with practical advice for sales professionals ready to elevate their key account management game.   Outline of This Episode [00:00] Defining what a key account really looks like [05:14] Key account management strategies [08:07] Building a dynamic customer strategy [09:48] Mapping decision makers and motives [13:22] Building a customer-focused strategy [18:31] Understanding customer needs deeply Strategic Value Over Revenue True key accounts are not simply your biggest spenders; they hold strategic value, offer opportunities for innovation, provide access to new markets, and enhance your industrial credibility. The critical differentiation lies in their influence over your business's future trajectory—not just their current contribution. Janice shares that only 5% of your current top 20% customers will likely remain in this elite group long-term. This statistic challenges businesses to continually reevaluate and anticipate which accounts possess enduring strategic value, rather than relying solely on existing relationships and historical data.   Transitioning from a Salesperson to a Key Account Manager The "hunter" mentality—always chasing the next deal—is counterproductive in key account management. Instead, the focus should be on sustaining long-term customer success, building deep understanding, and forging lasting partnerships. Account managers must immerse themselves in their customers' environments, striving to become trusted advisors who are seen as part of the team rather than just external suppliers. By actively engaging and offering value beyond transactional interactions, managers can uncover critical information, support innovation, and genuinely help clients achieve their objectives.   Building Dynamic Key Account Strategies A successful key account strategy starts and ends with the customer. Understanding the customer's business objectives, current strategies, decision-making context, and growth imperatives lays the groundwork for an effective plan. The process should be collaborative—with key account managers acting as partners who support rather than dictate direction. These strategies must be dynamic and responsive to ongoing changes. Instead of creating static annual plans that get ignored, key account plans should evolve constantly, mirroring the fluidity of the customer's priorities and market conditions.   Stakeholder Mapping: Gaining Access and Influence With increasingly complex decision-making structures in organizations, understanding the roles, motives, and influence of each stakeholder is essential. Building multi-threaded relationships and turning colleagues into advocates enables smoother access to senior decision-makers. Effective stakeholder mapping means engaging the right people at the right level with the right information, tailored to their priorities and preferences. This approach reduces risk, accelerates decisions, and ensures account managers bring relevant value across the organization.   Resources & People Mentioned Cranfield School of Management Key Account Management: The Definitive Guide by Diana Woodburn and Malcolm McDonald   Connect with Janice B. Gordon Janice B. Gordon on LinkedIn   Janice B. Gordon on Twitter  Connect With Paul Watts    LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    21 min

  8. Apr 22

    How to Identify a Key Strategic Partner

    This week, I'm joined by Jermaine Jones, visionary founder of Jones Global Group and a recognized leader in enterprise risk and strategic talent selection. Jermaine shares his insights on common pitfalls sales professionals encounter during account transitions, and gives actionable strategies for aligning account plans with customer objectives. We also discuss his favorite tools and methodologies for key account managers and why he believes that stakeholder mapping is a crucially important part of the process.    Outline of This Episode   [00:00] Key Account vs. Regular Account [01:26] Common mistakes organizations make in defining key accounts [02:45] Importance of diagnosis before prescription in consultative selling [03:31] Use of a closed loop system and Ansoff Matrix  [04:39] How to tailor communication for different decision-makers [06:16] 4D task prioritization tool [12:04] Finding a Zone of Possible Agreement (ZOPA) to protect margins and reduce risk   Moving Beyond Revenue Organizations often misclassify accounts by prioritizing revenue rather than focusing on profit or the return on time invested. Jermaine references the Pareto Principle, the well-known 80/20 rule, and explains that "80% of your profitable sales come from 20% of your customers". A key account isn't simply about large volume; it's an account where your domain expertise fundamentally shifts the client's profitability. To identify strategic partners, sales leaders have to calculate return on time invested and examine how their influence impacts the client's bottom line. Without this, accounts remain routine and are a missed opportunity for strategic growth.   Rethinking Relationship Management Transitioning from a transactional sales approach to effective key account management is fraught with pitfalls. The most common mistake is staying stuck in a perpetual "hunter" mindset. Salespeople fail because they skip the prescription before the diagnosis." The sales process is a little like medicine, where selling becomes 'malpractice' if you pitch solutions before properly understanding the client's needs via thorough discovery. The path to success lies in shifting focus. Account managers should embrace a consultative approach, building trust and acting as advisors rather than mere vendors.   Aligning with Client Objectives Jermaine recommends using closed-loop goal execution and the Ansoff Matrix to identify opportunities for market penetration and product development. He emphasizes aligning one's talent and resource supply chain to support the client's expansion and adapt quickly as objectives evolve. Critical to this approach is ensuring plans are dynamic—active tools shaped by real-time feedback and shifting environments rather than static documents filed away and forgotten. Effective plans rely on the 70/20/10 development model, so you're continuously adapting based on 70% real-world experience and market feedback.    The Power of Stakeholder Mapping Stakeholder mapping prevents communication style bias, for instance, pitching with enthusiasm to a data-driven CFO is a sure way to lose trust if the presentation lacks concrete analysis. To gain access to senior decision makers, authority and social proof are key: bringing rigorous, certified data positions the seller as an invaluable source of insight rather than a time-waster.   Essential Tools and Methodologies for Key Account Managers According to Jermaine, what sets top account managers apart is mastery of three things. First, understanding and employing the five pillars of sales success, with particular emphasis on self-awareness and domain expertise. Technology and AI are no substitute for deep industry knowledge. Second, the 4D task tool prioritization (Do it, Delegate, Date, Delete) ensures efficiency does not replace effectiveness—the real goal is to do the right things, not just do things right. Third, value-based motivation statements open every executive interaction with a clear, credible promise, establishing technical trust and ensuring every conversation is purposeful.   Resources & People Mentioned The Pareto Principle Ansoff Matrix    Connect with Jermaine Jones Jermaine Jones on LinkedIn  Connect With Paul Watts    LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

    14 min
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4.6
out of 5
14 Ratings

About

We at Sales Reinvented are on a mission to change the negative perception of selling. Each week we will be interviewing experts in the field of sales and sharing their knowledge, ideas and expertise with our listeners. They share with us in our vision of a world where selling is profession to be proud of. The aim of our formatted show is to provide 'snackable' episodes that are short enough to listen to in one sitting but long enough to provide real value that will help you in your sales career. Welcome to the Sales Reinvented Podcast.

Information

  • Creator
    Paul Watts
  • Years Active
    2016 - 2026
  • Episodes
    100
  • Rating
    Clean
  • Copyright
    © Sales Reinvented 2016
  • Show Website
    Sales Reinvented

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