6-Figure Sales Strategies ft. Marcus Chan | Revenue Reimagined Ep. 018

Marcus Chan, President of Venly Consulting and author of Six-Figure Sales Secrets, shares his blueprint for thriving in challenging economic times. He emphasizes that while most salespeople chase fleeting tactics—like exact email scripts or one-liners—true top performers master the underlying human psychology and timeless strategies. Chan highlights how an operational mindset allows sales leaders to identify constraints and systematically improve their go-to-market motions rather than relying solely on gut feelings or unverified data. A standout concept from the episode is Chan's 'omnipresence' approach. By combining sweat equity on platforms like LinkedIn with targeted social engagement, personalized video outreach, podcast appearances, and inexpensive retargeting ads, reps can stay top-of-mind with their buyers. Furthermore, Chan details how crucial it is to identify and win over 'locker room leaders' when implementing new strategies, ensuring ground-level buy-in that makes or breaks operational changes.

Discussed in this episode

• Why relying exclusively on gut feelings is dangerous without establishing hard data points and feedback loops.
• The difference between chasing short-lived tactics and understanding timeless human psychology strategies.
• How building an omnipresent brand using free sweat equity and retargeting ads creates a massive competitive advantage.
• The importance of hiring a technical advisor for RevOps rather than a mere order taker to prevent broken tech stacks.
• Why expanding into new markets requires adjusting your strategy and adapting your metaphorical spear.
• How social media echo chambers reinforce false beliefs about certain sales channels being dead.
• The value of external coaching to eliminate blind spots, even for top-tier performers and founders.
• Why winning over front-line locker room leaders is the most critical first step when taking over an operational role.

Episode highlights

1. 0:00 — The importance of creating a tight feedback loop
2. 1:45 — Why an operations background makes you a better seller
3. 4:10 — Hiring technical advisors vs. order takers for RevOps
4. 7:30 — Balancing gut instincts with hard data points
5. 11:20 — Understanding buyer psychology to outlast fleeting tactics
6. 18:40 — Avoiding the social media echo chamber of false beliefs
7. 30:50 — Building omnichannel omnipresence using sweat equity
8. 35:10 — Winning over the locker room leaders for team buy-in

Key takeaways

• Base decisions on hard facts, not just gut feelings or echo chambers.
• Learn timeless psychological strategies instead of chasing fleeting sales tactics.
• Build an omnipresent brand by stacking organic social engagement and retargeting.
• Engage locker room leaders early to ensure front-line buy-in for changes.
• Invest in external coaching to identify and eliminate your strategic blind spots.

Transcript

I'm big on the a feedback loop. I feedback loop. Right. Cuz like, every time you do something, there's gonna be an equal and opposite reaction.

So what's that reaction? How can you take those data points, and how can you make a better, educated decision on what to do. Welcome to another episode of the Revenue Reimagined podcast. Uh, we are all gonna sit here and rub our chin in honor of Dale.

We are stoked. Uh, we have a very special guest with us today. We have Marcus Chan, who is the president and founder of Venly Consulting, and the author of six-figure sales secrets. Uh, and probably the best person on LinkedIn with video that I've seen, uh, in a while.

Marcus, welcome to the show, man. Hey, what's up, gentlemen. I'm pumped to be here. Thank you for having me on.

Yes, definitely, welcome, Marcus. I mean, you must only be talking to me cuz Dale's not a gentleman. Um, but we are, we are pumped to have you here. Yes.

Absolutely. Thanks for joining. Um, we'll start quickly. If you weren't in sales, or you didn't run sales groups, what other GTM function would you run and why?

You know, that's, that's a interesting question. Uh, I've never been asked that before, but I would probably would go into probably the operation side of the business. Um, and and the reason I, I'm saying this specifically is because I used to run ops in the past as well. Uh, and I think because of that, it gave me a better understanding of how to sell, not just to like, you know, like to like to operations people, but also understood the business better.

So I can have better business conversations, et cetera. Um, but on top of that, um, I like to build and fix things and when you're in operations, it's basically all you do. You basically always just finding constraints, fixing constraints, um, which is, you know, it's fun to do. And I think I naturally lean towards that.

That's actually why I'm probably more detail-oriented, I'm probably I'm always, I've always heard from prospects, that I'm the most detail-oriented sales rep they've ever worked with, because I think of the operational background. So I think for me, I think it'd be pretty easy answer if you ask me about it. Yeah. So you and I, you rev ops I was just going to say, you and I are very much alike.

I, I geek out on all the rev ops shit, and typically with our clients, I'm the one who's doing all of that deal. Dale here's the word salesforce, and he like turns off his slack and doesn't want to talk to anyone. I'm like, what can we build here? Right.

How, how can we automate this? How can we make simpler, easier, more efficient? So, but a lot of startups, and a lot of founders, so early stage startups is our ICP. There, there goes Dale.

Um, and and specifically seed to series B. And we speak to a lot of founders who don't have big ops teams, right? They arguably don't have anyone in RevOps. What, how, how do they kind of wrap their head around that?

Like, what advice would you give them? Folks that you've worked with before, where there's no one in RevOps, they don't know, you know, certainly how to program in Salesforce. Um, and their initial reaction is, well, let's just go hire someone offshore and give them Salesforce admin access. Is that the right way to do it?

Well, uh, I think it's a dangerous gamble, first off, if you were just to to do that. Um, because depending on who you want to bring on, well, I think first off, number one, if you don't know the answer, you also don't know what to build, what you actually actually need. You don't know all the parameters of what you actually need to put into place that's gonna be something you're gonna want to enjoy and use long-term wise, right? And, um, I think it's important to understand that.

So you want to, I think number one, you want to hire somebody to help you with it. But it's hiring the right person who's almost like a technical advisor that can help you with actually, not just doing what you want them to do, but also provide you insight to what's a better way of doing things. So I'll give you a really simple example. So, I'm pretty good like at building stuff.

It's not my strength by any means. I, I can create the vision for it, but I still need help with actual implementation and automation and all that stuff. So even for my own business, you know, early on, I'm trying to build everything. And I probably, I have a vision.

The actual how, I'll probably more Frankenstein together. Yeah. You know, I'm gluing things together with Zapier, and you know, all these things and it would work, but it would also break a lot. Yeah.

So then I'm like, okay, well I need to do is, I need to be, like, I'm not being a good CEO or founder of my business. I need to go and find somebody that can properly to do all these things, to build them for me. But I don't want an order taker. I don't want someone I can bring to say, hey, just do this.

And then they do it, and it still has all these issues because I basically, uh, miss seen some other connection points that I might need down the road. So instead, I took my time, brought an attack advisor to work with me directly, and he not only did he build it out for me, but we actually broke down and took a look future wise what it should look like, so you can make different recommendations on the best tech stack to have, how to connect it together, and other insights as well. So I think it's hiring the right person is key, but you don't want to do it yourself, if especially if you don't know what you're doing. Yeah.

And it's, it's the strategy pieces that you're trying to ask for as well. It's like, you don't know what you don't know. And I think where Adam and I talk with a lot of founders, they, like, if you get into a Series A, seed, Series A, Series B, a lot of it is still gut because they don't have the technical expertise. They're like, I think the pricing should be this.

I think our ICP is that. I believe and and a lot of it, they're selling to their own network. So at what stage in the organization do you start bringing in people to help you get out of the pattern or your gut and start getting into the data aspect of it? Is it super early?

Is it Series A? Like, where do you feel people should start getting that expertise? Well, um, hindsight's always 20/20. I think the sooner you can get data for anything, the better it's gonna be.

That's just across the board. Even it's not the best data. Right. If you start getting data, regardless of whatever, whatever like series of funding you want to raise, like, you start with like, what, what are the data points right now that's that's helping me come to this conclusion?

Yep. So, for example, whenever I'm thinking about from a mental model perspective, how do I make a decision on my own business, instinctively, we have a lot of, we have a lot of gut feelings. Sometimes it's right, sometimes it's wrong. Right?

Well, I have to say, hey, what are the facts I know? If I believe this is a constraint to my business, what are the hard data facts I can look at? Okay. Now, what's maybe some of the other data points that maybe a little more subjective that I'll build into it?

And you want to decide from there as a result. But this is actually why I think it's really important that as a founder, you are hanging with people who've already done what you're trying to do at a bigger level. Yeah. Because they're able to see things in advance, like, oh, you're, you're totally botching this, Marcus, you know.

Or hey, actually you need to you need to see this you're not you're not looking like 24 months down the road. Or hey, you're only selling to your network. So you actually don't have a cold-friendly offer. Right.

Yeah. Like you're only good at selling to people that already know, like, and trust you. So your sales motion, it may only be good for a type of sales cycle, but a lot for cold for cold, you're gonna struggle. Mhm.

And I think you said the right thing, like, like a lot of people we talk to, like, well, I don't know what the data is. Or they'll say the data and it's wrong and it's like, it's that's fine. Like, the data, like, it's a point in time. And it's like, Correct.

And you can manipulate data as much as you can manipulate manipulate your gut. So you kind of have to have it in both both sections. Mhm. 100%, you definitely need a combination of both because Yep.

The data only tells you part of the story because if you have it wrong, then you might come to the wrong conclusion if if your gut's telling you something different. Yep. 100%. So Marcus, you you work with a lot of sellers, right?

Like you wrote a book for crying out loud. Like and people take that advice and they go sell and hopefully sell really good. And I've seen your testimonials, I actually know people that you've worked with, uh, shout out to Reed, who have been wildly successful following your methodologies. But when you look at the economy today, when you look at revenue today, shit that worked before doesn't work now.

How are you challenging people and even yourself in your own business to kind of think outside of the box and, you know, we'll we'll use a pun here, reimagine revenue, um, to adapt to the ever-changing environment. Yeah. So I think that's the difference between learning tactics versus learning strategies. And I think a lot of sales people chase tactics without realizing it.

Hey, say this one-liner. Write an email this way. Uh, say this on a call to try to get them to close. Those are just tactics.

When you learn strategies, strategies land the test of time. That's just the reality. Now, how you implement the strategy may shift, but the psychology behind it never really changes. And, you know, for those who are watching this live, you know, we're not young guys, you know?

Like we've been around the block for a little bit, right? So we've had to sell through some tough times. Yeah. Like we had to sell through the last recession, maybe even before that.

So we saw the rise and fall of what it's like to sell in good and bad times. Yep. And I think a lot of sales people, a lot of sellers today, if they started selling in the last, say, 10 years, Yeah. They're kind of like, whoa, this is hard.

Yeah. This is hard. Because now they're starting to sell into, you know, I, I'll consider a a bare market, you know, depending on who you talk to, but like the economy's tougher. Yeah.

So like, people are, budgets are tightening up. Uh, you know, uh, there's even rules getting put in place in companies where certain thresholds can't get approved for certain dollar amounts, right? You know, the people are not optimistic. So as a result, it's harder to sell.

Yep. But if you've been selling since at least 2007, 2008, you know that those are more scary times. Yeah. Yeah.

There's also the older people that yeah. the dot-com bust and dot-com bust, exactly. And they're all like, it's all like peaks and valleys, right? And so 100%.

It's interesting. You're talking about the strategy aspect of it versus the like these tactics, like what's the easy button? I think Adam's got one of his back that he tries to hit once in a while, but. I, I, I don't have an easy button.

And it's the pendulum swing, right? Like, what's gonna happen is we're gonna pendulum way the other way, and then we're gonna figure out like, okay, there's something other in the middle. But I think about this time, similar to the dot-com bust where people I was like, there's no way people are gonna go back into this realm and get into a place where they're not doing due diligence, they're not executing strategy, but we got back into it. And then, you know, nothing about automation, but you had a lot of automation and people sending out blast emails, and I blame marketing most of the time, like, usually if something's really good, marketing will destroy it, but um, I, I, I think I, I think we go through that.

Make it all sorts of friends on this show. Yeah. I think I think we go through the pendulum pieces. You're 100% right.

And that's where it's like, um, you know, when I think about, when you think about sales at its core, it's learning how to influence people, change behaviors, and get people to move and take action and move people. Because you're working with human beings. So if you understand that to be true, you're gonna learn strategies that are based off human psychology, not tactics. Right?

So I'll give you a really, really simple example. So, I have a really simple voicemail script that I use and I teach. The psychology behind it is why it works. But I teach the tactical people to actually implement the tactic.

And people get really stuck on is like, oh, but I said this script and it didn't work. But your tone was wrong. Everything was wrong. Exactly.

The tone was wrong. I, I can get on the phone and say, hey Marcus, how are you? Hey Marcus, how are you? Hey Marcus, how are you?

Like depending on what to your point, the whole strategy of how you're saying it, you're gonna get a different reaction to every single one of those. 100%, 100%. And that's where, um, you know, I think people get really stuck like, oh, like, like I think even like like for like a go-to-market function like, you know, some people want to go for like purely LinkedIn, right? Like, oh, is LinkedIn now the thing we should do right now?

You know, like, should we do this? What's the best strategy? It's nothing else. Just go DM people and do nothing else and watch your sales skyrocket.

And what they're misunderstanding is the timeless strategy of finding where your prospects hang out and reaching with relevant messaging. That hasn't changed. Whether it is been the telephone, whether it has been the fax machine, whether it has been the telegram, whether it has been email or social, whether it's Twitter or X now, it's it hasn't, it's it hasn't changed. It's the tactic of what you're delivering and how you're doing it that determines your end result.

But you need to understand the strategy behind it. When you understand the strategy, then you take you can take those mental models and you apply them to other parts of the business. This is why you see some businesses are massively successful because they look at what someone has done in one market as a strategy and they're like, hmm, let me try it in like the European market now. They they they crush it.

But why, why is it so hard for people to do this? Because like I, I, I have a client now and and your use case that you just said is very true. They can't understand why we can't just go DM a bunch of people on LinkedIn. I mean, PS, your client doesn't live on LinkedIn.

I mean, that's reason number one. If if you're not meeting people where they are, like people say cold calling is dead. There are industries where email is dead and cold calling will book you meetings all day long. And vice versa.

But we get in this echo chamber that's known as LinkedIn of, oh my god, like cold calling's dead and don't ever cold call someone. But it works. Why are people so reluctant in your mind to look at the broader picture of strategy and they get so hung up on the fucking tactics? Well, so I think it's a couple reasons.

I think number one, one of the reasons is, um, if someone has a belief in their mind, true or false, they will find any data point they find to justify that belief. So, for example, if they are if they're struggling with cold calling, they go on LinkedIn and hear a bunch of people saying it's dead, they're like, I knew it. I'm right. Yes.

Right? It's not just me. I don't just suck. Right, right.

It's it's like reality is like, data's flawed in that in that way because Yeah. You can find the opposite opinion if you look for something else that it's working, you'll find that too. Yeah. You know, it's kind of like, I can't remember what the what the effect is called, psychological effect, but it's like, if you can want if you want to go buy a a white, you know, a white Toyota Camry, Now you start seeing white Toyota Camry everywhere.

All you see is white Camry. Right? So you start You You posted about that at one point, I think, cuz I I I remember talking about this. 100%.

So we we have that almost like we create the echo chamber, right? That's that's the first piece. By ourselves. We don't realize.

We we create it for ourselves. The second point is, um, in order for you to make a shift mentally to like a new way of thinking, you have to be you have to have some sort of critical thinking skills. And I find generally speaking most people read things as binary, black or white, yes or no. And that's just not the case.

Like, it's like, okay, if this strategy worked in say, in the US, will it work in in Europe? Hopefully, but the question is, what do we need to tweak to make it fit in Europe? And Europe's pretty expensive. There's many countries, many different cultures.

What can we adjust to make it fit? The strategy makes sense and what they do, but how do we adjust it now and apply critical thinking skills to make it work somewhere else? And I think the mistake a lot of people make is they don't apply critical thinking skills. They try to copy and paste.

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Yeah, and you have to be okay with it not working. Like you have to be okay with the change. Like, and people do this in in segments as well, right? Okay, we sold the mid-market.

Well, if we just take the same mid-market approach and sell up market, we'll make more money, average deal size will go up. But then they don't realize the unit economics works as what different as well. Like, it may take you longer, you have better bigger decision-makers, you may have to So they don't they don't think through like customer acquisition costs. They don't understand LTV.

They're like, so people are making decisions based on flawed gut feeling sometimes and not really looking at the data, and understanding, if I'm gonna go into two segments or I'm gonna go into two regions, even if you have a segment within a region, you probably have two different funnels. Yes, you can have a baseline of here's the ICP, here's the buying persona, here's your value proposition. But just be willing to be able to tweak it two months down the road. Yeah, it's kind of like, I pictured like if you're gonna start go after like a new market, like maybe it worked really well in market A and then market B, you've all these these chains.

It's almost like you have a spear that's kind of sharp at the end. You're gonna throw it, you might hit some things. Maybe catch some animals, who knows? But then you're gonna look, oh man, these are like way bigger animals than I expected.

So I need a bigger spear. Or I need a sharper spear. So you start to sharpen the spear. And then over time you start refining, like, actually, the spear doesn't even work anymore.

We actually need, we need a bow and an arrow. They're way too fast. And you're gonna start refining over time. That's why, that's where, um, I'm, I'm big on the a feedback loop.

I have a tight feedback loop. Right. Because like, every time you do something, there's gonna be an equal and opposite reaction. So what's that reaction?

How can you take those data points? And how can you make a better, educated decision on what to do? And it's it's all about like weighing your risk, right? So it's not like 100% it's gonna work for sure.

It's like, okay, how can I reduce my risk of it not happening, not working the way I want it to work? How can I increase my upside a little more? How can I decrease my downside? Each one having data and make educated bets based off that.

So it it sounds you make it sound so simple, right? Like so simple. It's so easy. I mean, it's so easy.

If if it was so easy, we we we we'd all be unemployed. Um because people would would just figure it figure it out. But the fact is, and you you hit it on the head, right? Like we are predisposed to think what we want.

Like and even if you tie it to personal, like I have a friend who's going through a divorce, and like everything his wife does, like annoys the shit out of him. Why? Because in his mind, everything she does is gonna annoy the shit out of me. Where the average person, maybe it doesn't.

Maybe it, I mean, whatever, maybe it doesn't. Um, but I think that you have to, and it takes a a special skill, if you will, to step back from your predisposed notions and to look at things objectively and be like, wait a minute, like, I am predisposed to thinking this because this is what I want this outcome to be, versus let's take a step back and look at what I can or should be doing to try to derive a a different outcome. It's something Dale and I talk about all all the time. Like Dale always thinks that he is right, when we step back, we realize that he's wrong and it goes much better for our clients.

Yeah. Well, it's it's you know, I think about human beings, you know, we make decisions based on what we justify is reasonable, not rational. Yeah. And we don't put our we don't put each other, we don't put ourselves in the other person's shoes a lot, right?

Because back to what you were saying on the rational side of it, like Adam might think he's right, but he's probably not, right? So if you put yourself in another person's shoes, you have a different perspective of things. Correct. Um, and I think that's I I think psychology and mindset is a big part of this whole thing.

Like, if you think you're always right, if you think you're going to be right, you're probably wrong and you're missing blind spots. And I think that's one of the reasons why Adam and I start collaborating together because even in the same world, if you're successful, you still have blind spots. And I think 100%. Customers and founders have a lot of blind spots.

They need help like just recognizing what those blind spots are, not listening to the echo chambers that even their VCs or people that are funding or like some of the, um, advisors they have. And you don't want to get too many people in the mix because then you can't decipher what's right or wrong and different this is where they gut comes in. But I think you have to have like sometimes opposing viewpoints. That's why you see famous people, athletes, all these people, they don't want yes people in their circle because if you end up getting yes people in your circle, you get like Antonio Brown, right?

And like goodness knows what's happening with that dude. Mhm. Oh yeah. I mean, this is why you take a look at, you know, someone like LeBron James, right?

And how much he invests in having external staff just to coach and guide him. Yeah. Right? For a reason.

Yep. He wants to be challenged, right? You know, when you read, um, any Tim Grover's books, right? You talked about, you know, coaching Kobe and Michael Jordan.

It's the same thing. And he'll challenge them for a reason because they even though these some these these guys are some of the best of the game, right? Yep. They know they still need to be challenged.

They need external like viewpoints. That's gonna help them become a better become a better version of themselves. Yeah. It's it's the same for sales pros and arguably sales leaders, right?

Like I've been saying for a long time that I waited way too long. Now, I've never said that. I've I've waited way, way, way, way too long, um, to have a coach. Um, but once I finally got one, um, you know, it it leveled up my game.

And the reason isn't because my coach tells me, oh Adam, you're doing a great job. Um, the reason is because my coach says, do this differently, think this way, challenge yourself. Like you that was good, but that wasn't great. You want to do great?

Do that. And I think, you know, when you talk about like LeBron and MJ and Kobe and like it's exactly that. They might be at the top of their game, but how do they keep getting better? Right.

Yeah. 100%. So Marcus, one of the things we like to do at Revenue Reimagined is give back to the audience. You were greatful and gracious enough to provide something to the audience.

Tell me what we, tell them what you're giving. Cool, man. So, uh, the first 10 people who listen to this and send me a message on LinkedIn. 10 people.

Uh, you know, with the name of this podcast and say, hey, please send me, uh, your your book. I'll send you I'll send you my Wall Street Journal best-selling book for free. I'll get you the ebook ASAP once you send me that DM. First 10 people to do that.

I I I I mean, I paid for it. So like, the fact the fact that people are getting it for free is pretty huge. That's right. Maybe I'll hook you up too.

listen, I I it's it's funny you said that. He only reads the pictures. Does he only read pictures. I I do only I do only read pictures.

There are some diagrams in there. But the fact is, and I've said this for a long time with what I'll call friends or colleagues. Like if you're selling a product, and I believe this very strongly, it's our job as a sales community, as a community of entrepreneurs, solopreneurs, to not ask for it for free. My job isn't to bring your to to throw your cac up.

It's to bring it down. And if we want to support you, the best way you could do that is by paying for it. And if you get value by sharing it, not by saying, hey man, you're a buddy, could I get it for free? Yeah, no.

Happy to pay for it. Unless it's unless it's one of Dale's assets, in which case, I'm not happy to pay for it. Um, and I'm gonna go steal it out of his Google Drive. Just hack it later.

I mean, there there's a reason I'm the admin, so. That's true. It's a good thing I have an EA. me?

Yeah, exactly. Nice. All right. Let's, uh, let's shift gears.

We're gonna go into a little bit of rapid fire. Um, your answers have to be 10 words or less, or Dale says he's going to cut you off. I need a buzzer. Do you need me to get you a countdown buzzer?

No, I just need like a All right, here we go. What song would best describe your revenue strategy? Usher, yeah. Because just say yes, baby, let's go.

I like it. I love it. And Adam, you can't have 10 words either. Okay.

Marcus, if you had a crystal ball, what's one My, mine is the mine is the ABCs. What's one, what's one revenue trend or strategy that's happening right now that's gonna be like a mainstay in the next 12 to 18 months? Revenue trend or strategy. So we see this, it's already happening quite often.

Um, but I think it's quite I think it's gonna be let less than 10 words, okay, hold on. Um, High-quality communities referring leads. Ooh, I like it. Yeah.

Nearbound, go to network. Exactly. Exactly. Hey, need to get new software for X.

Who do you know? Yep. What what does that mean what does that mean for traditional outbound? Let's let's I I know we're in quick fire, but what is traditional outbound dead?

No. I mean, I think it's just it's it's just another source of leads and revenue for you, right? So you need to it's all it's all it's doing like all of the above because you know, obviously, that's the that level of community saying, hey, I recommend this product or this company or this service, Yep. is a result of your organization doing good work for a long period of time and like earning those stripes, right?

To be able to do that. Yep. Um, so that's not gonna happen overnight. The cold out, the cold thing is, you can start that right now.

Yep. And you can start doing it as well. Obviously, the conversions are going to be lower because it's a different type of lead source. And then you're not getting like by, hey, this is I'm the CEO here.

I recommend this. Uh, but it doesn't mean it's dead by any means. It's like ABM, right? You're surrounding you're you're surrounding this prospect.

I mean, I look at like the last few things that we've purchased, Dale, have all been based off of someone saying, hey, this is great, go look at it. It hasn't been from someone 100%. cold calling me. Um, 100%.

100%. And I think it's if if you're a really strategic, uh, founder, you're you're creating an omnipresent everywhere. Absolutely. So it's not just in their email, the cold call, the LinkedIn, you're also you're doing the cold outbound.

You're also in these you're you're ex ex in these channels as well. You've been maybe you're doing trade shows, maybe you're on podcasts, you know, but then also maybe you're doing retargeting ads as well. So now you're starting to see everywhere on Google ads, display network, YouTube, etcetera. So you're getting like hidden all these different angles, depending where you are on the journey, and you're getting moved towards buying.

And I think in that in that space, it's going back to your the spear like analogy, like, now you know how big the spear is, how big the head, like you, you have like a lot more data. Correct. Going back to like, okay, I can continue cold calling you or cold emailing you or I can know that like this isn't something you're gonna buy. Like or I need a bigger sphere.

100%. That's right. Exactly, right. I like it.

I like it. What, um, Marcus, what's what's like one little secret? One lesser known tactic, one little trick that's made what we've called a surprising difference, uh, in your revenue outcomes? Hmm.

One really simple secret. Um, That's a good question. Cause I've many secrets. only only one.

We want them to buy the book. Well, I would say it's not necessarily a, uh, yeah, get the book anyways. Um, I was necessarily a secret. Um, but you, like, you can create an Omni channel presence for free by using just using sweat equity.

Right? And that really has helped me quite a bit, um, and I'll give you a really, really Okay, I can keep going, shall I explain this whole thing. Yeah, yeah, yeah, let's do it. I I love it.

I don't want to break your rules here. I don't want to break the rules here. We break them all the time. It's all good, man.

We try to enforce them, and it never happens. Yeah. So, you know, I remember when I started my business and I'm like, okay, you know, I want to run as lean as possible, minimize any type of cash, keep my monthly burn super low because I'm a startup. I want to maximize it, right?

So I'm like, okay, what can I leverage that's completely free that can give me instantaneous leverage, and that's social media, right? So, for example, I chose LinkedIn to begin with cuz my audience is already on there. Now, I what I started doing was, number one, I started posting content. That's kind of most most people start doing.

They start posting content. So I started posting content. And that was obviously very, very easy. But I was also very intentional with how to become omnipresent.

So it wasn't just me posting content, but what I would also do is spend around an hour commenting on 25 different people who who had the same eyes I wanted to borrow from onto their posts. So I knew I could my my eyeballs from there. Now, from there, what that would happen was, people would like and comment, and I'll get more connection requests. As I got connection requests, I would open I would like open it up.

I sent them a personalized video message. This is early on. Every single person that was in my ICP, personal video message. So what it started happening, they would see me now in their inbox.

They'd see me on other people's threads, right? They would see or other people's posts. They'd see me see my own content, right? And then from there, I started expanding a little little more get a little more advanced.

I started to get like get my way onto major podcasts. So now I'm borrowing their traffic as well. So now I'm like now I'm in their Spotify now, right? And they put their video on YouTube.

Now I'm on YouTube, etcetera, right? Now, you get YouTube shorts. Exactly. Now you get and then they start compounding over time.

What ends up happening is, now my name is starting to rank higher in SEO. Hmm. And now when you Google me, it starts showing up higher. So you start This is is a very subtle strategy.

So it's not it's not showing up everywhere. Now, as I started to get more advanced over time, I'm like, interesting, what else can I do that's also a very good way to become omnipresent? I'm like, interesting. I can put a a Facebook pixel onto my website that hit certain pages.

And now when they when they go off platform, I can hit them with all those ads, these retargeting ads on Instagram and Facebook, and also Google ads I did that as well. So for for pennies on a dollar. Right. So now I I appealed for moving people through the funnel.

So now I become omnipresent. So then over time, I started stacking more and more and more, right? So okay, cool, all right, cool. You know, got the Forbes Council, so I'm posting more articles.

So I can I can get the SEO rankings from that. I'm on a lot of different pockets. So over time, I start stacking over time. So now when someone searches my name, I have most of their search records, despite a very common last name, on the first page.

Yeah. So you start becoming omnipresent and people start seeing you everything, oh, I see you everywhere. You know, I saw you on this person's podcast, oh, I read your book, or I saw you on, like I, I, I saw you on Facebook stuff, I saw you on Instagram stuff, right? So that level of like, me basically being everywhere they are is a really powerful strategy because at the end of the day, we all know, when you first reach out to somebody, timing is half the battle.

Probably most of the battle, realistically, right? Yep. So now if I'm following them around everywhere on the internet, it becomes very, very powerful. That's also why I wrote the book.

When I wrote the book, now I follow them at their home as well, because now the book's on their desk. Now the book's by their bed. So now I'm following them in a whole different way. And in in addition to all the things I've mentioned.

I love that. I love that. Omnipresent. Last question.

Earlier in the show, you said that you were going to be a an operations leader. So tomorrow morning, you're grabbing a cup of coffee, some tea, whatever you're drinking in the morning. What's the first thing that you're doing? Hmm.

First thing I'll do, uh, I would if I didn't already have something in place, I would set meetings with every single department head. All right, that's the first thing. From there, I would also identify who are the locker room leaders who are not leaders but they're in the field. The field, the front, the front-line people.

Right? So for example, if it's a sales leader, I want to talk to the BDRs and the sales reps. I want to talk to who the locker room leaders are. Right?

The CS. I want to talk to Yeah. Yeah. I want to know who like people that I can trust, right?

And my number one goal is I need to get a lay of the land from every single viewpoint. Really important because why I don't want to do is come and build some great grand strategy and plan that's going to completely botch if I don't have buy-in from the team. And I want number one, I need to define exactly what the problems are. Number two, then I can actually prioritize what the biggest leverage I can pull to actually move things or identify any type of red flags, burning fires I got to put out or any issues.

And then then I can actually have start building a plan together to actually implement these the step strategy for whatever it needs to be done to start moving the needle. Right? Cuz again, I love that. I love that.

As we all know, not every problem is important, right? Or time-sensitive. So we need to identify what the right ones are. And also on top of that, find out who can you trust.

Really. I love the locker room leader Yeah. picture. Like I think that makes a lot of sense.

Gotta have them. Because they'll they'll help you in when you influence that shape for any part of the organization. You know, the number one obstacle you have to run into is getting adoption from the people. Yep.

100%. So if I if I can't get them bought in, then I'm gonna fail every initiative I'm gonna run. Absolutely. So if I can get the locker room leaders bought into me first, get them sold on the way we're gonna do things and a greater future and get them involved in building the future out, then I'm gonna have better implementation, better strategy implementation, more ideas, realistically probably better ideas I'm gonna have.

And on top of that, we're gonna we're gonna better organization too. I love that. Incredible. Love it.

Awesome. Marcus, thank you so much for taking time out of your day, um, for spending some time with us, for our listeners. Where uh, where could people find you? What's the best way to get in touch with you, do you mind?

Um, uh, my pleasure. Be honest, thank you guys. You were you were both gentlemen, right? I promise, right?

So he's never gonna let this go. You can uh, cut that little clip and just on replay on the little guy. I like it. He's a gentleman.

He's a gentleman. You know, hit me up on LinkedIn. Head on my website, Venlyconsulting.com.

But, uh, I'm happy to be here. Thanks for having me on. Thanks, man. Cheers.

Thanks, man.