Will AI Steal MY Sales Job? Ft. Scott Leese | Revenue Reimagined Ep. 010

Scott Leese warns of an impending "B2B Zombie Apocalypse" where point-solution tech companies without sustainable models or immediate M&A prospects will die out. As buyers experience fatigue from hyper-automated outreach, traditional SDR and outbounding motions are becoming obsolete. Instead, the future belongs to network-led growth, where warm introductions, community engagement, and trusted connections drive pipeline generation without the bloat of traditional outbound teams. Leese also drops a heavy truth bomb regarding AI: as its generative capabilities compound annually, it stands to replace not just average reps, but potentially top-tier AEs in the near future. He challenges revenue leaders to abandon rigid scripts and redundant tech stacks in favor of interconnected community strategies, urging sales professionals to diversify their skills and build robust internal advisory networks.

Discussed in this episode

• RevOps is the ultimate future-proof role because data extraction and system harmony remain highly scarce skills.
• The 'B2B Zombie Apocalypse' will eliminate startups that failed to scale and cannot secure private equity bailouts.
• Consolidated all-in-one platforms still struggle to beat best-of-breed point solutions in specific use cases.
• Traditional prospecting channels like cold calls and automated emails are definitively yielding lower returns.
• Network-led growth leverages trusted relationships and communities to bypass saturated and ignored outbound channels.
• Transitioning to a purely commission-based referral network could economically and operationally eliminate the SDR function.
• Generative AI capabilities are doubling annually and will likely surpass top-tier AEs within the next seven years.
• Interconnecting different business ventures creates an ecosystem where each entity acts as a natural lead magnet for the others.

Episode highlights

1. 0:00 — Welcome and creative naming
2. 2:30 — RevOps as a future-proof safe haven
3. 5:45 — The B2B Zombie Apocalypse
4. 9:15 — All-in-one vs. point solution tech
5. 12:50 — Why traditional outbounding is dead
6. 16:20 — The mechanics of network-led growth
7. 21:10 — AI doubling in power and replacing AEs
8. 25:40 — The solopreneur and interconnected businesses
9. 29:30 — Building a RevOps advisory board

Key takeaways

• Shift focus from cold outbounding to network-led growth.
• Expect a major purge of unsustainable B2B SaaS companies.
• Prepare for AI to drastically outperform top-tier AEs.
• Diversify your skills to survive incoming role eliminations.
• RevOps is the safest haven in the current revenue market.

Transcript

Well, I think where we're going in kind of the near term is a lot of these zombie companies are going to die. Welcome back to the revenue Reimagine podcast. We are here with Scott Lease, who is the founder of Scott Lease consulting, very creative name, similar to my company. The surf and sales Summit, which is amazing.

I'm sure we'll talk about that a little bit. And GTM United. Scott is also a six-time sales leader, four-time founder, three-time best-selling author, and odds are, probably your mentor's mentor. Scott, welcome to the show, man.

Thanks for having me, guys. I uh, I don't know if I've told you this yet or not, but I love the name of the show. I think it is very, very creative, goodration, and uh, yeah, I think it's I think it's great. So, happy to be here.

I I'm going to cut Dale off because Dale normally goes next, but more creative than Scott Lease consulting and Adam J consulting. Yeah, it's a lot more creative than that. A lot more creative. The problem though is that now you have to get revenue Reimagine branded, whereas Adam J and Scott Lease consulting are already branded.

Right. So, that was actually my logic for why I didn't create some name for my consulting company was nobody would know what the fuck it is, whereas people know my name a little bit though. That that could be, I mean, in my case, that's good or bad. People might see Adam J consulting and be like, fuck, I'm going the other way.

Yeah. Um, but fair point. Dale, I'm sorry. I mean, you know I enjoy interrupting you, but I'll I'll You always interrupt me.

It's all good, man. It's all good. But coming into the name, like let's reimagine revenue. So, you're uh a tremendous sales leader, but now let's reimagine it.

What other GTM function would you would you go to if it wasn't sales? I mean, does founder count? No, like marketing, I don't know, Adam. So many founders are giving sales advice lately.

Are you sure? So we we we we this is going to be fun. We we could go down that path all the time. Um, there are shit ton of people who give sales advice who who shouldn't, and it's the akin of me giving engineering and product advice, like I'm not remotely fucking qualified.

But no, in in this sense, if if you woke up tomorrow morning, you can't be a founder, you have to go back and work full-time, right? But you can't work sales. Are you going to lead success? Are you going to lead marketing?

Are you going to lead RevOps? Like where would you go? Yeah. I think I'm going to RevOps.

I think I'm going to RevOps because I think that they have not peaked as a category and a profession yet. I think it's relatively new. And I think that they are going to survive a decent amount of the uh purge, if you will, or the AI uh assassination of roles. I I think that making all these different systems buzz and hum and talk to each other and being able to extract insight from all that data that can inform an executive team.

I I think that that's a skill that not that many people have. And that that's where I would go. And and all your tech saviness, right? You you bring out your I didn't say that I would be good at it, Dale.

I just said that this is where I would go. If I was 22 years old and starting over, this might be where I would start. I was going to say it's funny because I I've been to surf and sales. I have followed you for a long time and I will I will tell the story of how I met you shortly.

But one thing you're very open about is that you're not tech savvy, right? You run your business off Google sheet, which is great. But like how does a guy who runs his business off a Google sheet is now going to put together the sum of all the parts. And the problem is, and I'm curious if you agree, there's too many parts, number one, which is why we're seeing not just the purge of people, but the purge of tech.

Yeah, I think there's too many parts that got all sort of siloed. I think we more or less just discarded the human spirit out of the sales process for the sake of increased productivity. That's what we did. And and did we get did we get more productive?

Like I mean, I think we did for a minute, but then then but then productivity just became like noisy and we bombarded everybody and then everybody tuned out and now I don't think that we're more productive. So, for a minute, maybe we did. I'm I'm going to push back. I'm going to push back though.

I think we became busy. We became really fucking busy, right? And there's a big difference between being busy and being productive. And Yeah, but there was a there was a moment in time where like the the new technology took you from making, I don't know, 50 calls a day to 250 and people were still picking up the phone.

There was a moment in time where that worked. And there was a moment in time where rather than sending a few emails a day, we could, you know, mass blast out sequences and people still replied. So, I'm talking about those moments in time. Fair enough.

But then I I don't think it's made us more productive. No. So, when there's overlap in the tech all over the place now, right? I mean, it's like if you look at the engage I think you're talking about engagement tools in particular.

Yeah, I mean much much more productive in uh short-term, but made it much more complicated in the long-term because everyone's trying to take that little bit like, oh, I can do everything that outreach does, but I'll put a little piece into it and we'll charge less money. And so you start stacking tech with tech. So let's let's double down on that. Scott, before you answer.

So, I, and I want to be careful how I word this, right? I was part of an organization that sold platform play. And everyone's selling platform, right? We could do, you know, we could take your forecasting and we could take your this and we could take your that and we could put it all together.

And everyone's coming out and saying, oh, we could do it and to your point, Dale, we can consolidate your tools and have this all-in-one approach. But if you can't really fucking do it, you probably shouldn't say you could do it. So, Scott, I want to go to you, like you, you've been doing this a lot longer than Dale and I have. You talk to a lot of companies.

When you look at consolidation versus individual tools and silos, like and then you bring in AI and I love that you use the word purge. Where is all this going? Like what's going to reign supreme? What's going to reign supreme?

Um, Well, I think where we're going in kind of the near term is a lot of these zombie companies are going to die. There is no soft landing in the form of mergers and acquisitions. There is no private equity money potentially going to bail people out. So, I think what's going to happen is there's a lot of companies that had a good idea, got a little bit of traction, but really were unable to scale in this kind of brutal situation that we're in and they're not going to be able to get funded again and they're not going to get acquired because to Dale's point, a lot of the people that used to do the acquiring have now built some of this functionality and they themselves have tinkered around with becoming the we do everything platform.

So, they're not going to So, I think there's going to be a lot of companies that die off in the uh in the near the B2B apocalypse, the B2B zombie apocalypse. Yeah. The B2B the B2B purge. Yeah.

Yeah. And I agree. I think there is going to be a purge and I I I love talking about, you know, the zombie companies. But when we talk about kind of all-in-one, right?

So, I think you both know. Dale, you know. Scott, I think you know. Like I I spent a good amount of time working for Toast and part of our sales pitch was, we're the all-in-one, right?

You have your restaurant processing, your market or your restaurant operations, your marketing automation, your credit card processing, and everything in one space. And a lot of the feedback we got from particularly large enterprise groups is, we don't want all-in-one because then we're tied to you for everything. And if there's something we don't like, we're fucked. How does that play in B2B tech when you have, and I we won't call anyone out in particular, but Gong, outreach, salesloft, all of these companies that do everything.

Do founders or RevOps leaders want a all-in-one platform or do they want some um flexibility where if I don't like my MarOps, I can pull that out and bring something else in. Well, I think my personal opinion would be that they prefer some flexibility in working with a couple partners, but I think mostly that's because nobody out there has the best of the best of all the pieces all under one platform. So, I don't know how to talk about this without without calling people out, but like you've got tool A, B and C that are really good at three different things. Yep.

And tool four is pretty good at all three of those things plus something else. Yep. What are you going to buy? Well, right now what I think people still buy is tool one, two, and three because those are superior products and the all-in-one thing is inferior at what it does.

But when that all-in-one thing is actually the superior product across all these different categories, now I think I at least as a as a revenue leader would be like, okay, now, now I'll buy that for sure. And I personally would rather only have one relationship that I have to manage than four. One tool that I have to learn versus four. Um, whether everybody else, you know, feels like that, I don't know, but I I believe that part of the reason that the consolidation hasn't happened is because the the the platforms haven't delivered as good of an experience in each particular piece that some of the the companies that only do the piece have built.

Yeah, because they talk about it. They they sell it to you, right? And then you go use it and you're like, well, that didn't really do what it was supposed to do. But now you're hearing in communities, like people are talking about products, how those products are being used, are they seeing ROI?

And I know you're big into the go to network space. So, how do we how do we rationalize all the things that are happening that products aren't delivering, yet things are being talked about in communities. So, I'm interested in to talk to you. I don't know I don't know how we rationalize it, I as much as how we um endure it.

I think we're enduring it right now. I I don't want to beat up the labor this point too much, but like think about everybody that we know who is pretty damn good at what they do, we think, who has a lot of experience, who doesn't have a job working for somebody else right now because they got laid off for whatever reason. Think about the fact that, you know, only four out of 10 sellers right now, I think are on track to to hit their their quota this year. And you've got big huge companies that we've always assumed are really good and and will hit their numbers.

Those people are having riffs and laying people off and they're not hitting their numbers. You know, number one sales person at XYZ company last year, missing their number, worried about getting turned. Like those conversations are are happening. On top of the conversation about what do you all think about this tool?

What do you all think about that tool? And the people making those decisions are now fucking terrified of making the wrong decision because that one wrong decision could mean their head in the guillotine and it's a wrap. So, you've got elongated sales cycles, you've got frozen kind of budgets, if there is any. Yep.

Because a lot of people are scared to just put their neck out there and be like, no, this is the right thing. We're going to change and this is why. And And I think that, you know, we're all seeing the the results of that right now, which is just a painful moment in time. So, let's let's talk about that a little.

So, everything you said, I agree with wholeheartedly. I I am sitting here doing what I do because of what's going on in the economy, partly, and then part of it is I just got tired of the politics of working for one particular, you know, organization and I wanted to help many. But literally before we started recording, I got a message from someone who is a top performer at their company who says their comp is being fucked with and they're tired of being screwed around and they're probably going to get laid off because their company doesn't want to pay them for the deal they just closed. And what should they do?

I want to transition into what you're trying to build and talk a little bit about GTU and go to network and how that can not only help sales professionals who are getting screwed over, but also ultimately help the companies on the other side too because I do believe it it's beneficial to both versus the insanity that we're going through now. Yeah. Well, the the the idea and the and the thesis behind it is that our traditional methods do not work as well as they used to. Meaning telephone, email, even social and and LinkedIn DMs and that type of thing.

Um, I mean, I I get hit up for a five guys ten times a day. That's my belief. Yeah, exactly. I've still yet to buy one.

It's my belief, there's lots of data to support it. There's a lot of people based on their personal experiences that might not believe it right now, but I'm talking about a collective whole. I don't believe you can make a sound argument to tell me that people communicate on the phone as much as they did five, 10 years ago nor over email as much five, 10 years ago and there's data to support it. So, I've been trying to imagine like, well, in the future, how are we going to open opportunities?

And the only thing I can come up with is through people that we know and trust, through our network. If I say to you, Adam, hey, I'm trying to get a hold of uh this guy Dale, looks like you're, you know, you've worked with him before or you know him. I'm trying to solve XYZ problems for companies. Do you mind asking him if he's not going to help you.

Do you mind asking him if like he's experienced this problem at all and and if he's open to a conversation with me. And then you're going to you know me, you presumably trust me, you know him, you trust him. You're going to go to Dale and be like, hey, this dude Scott wants to talk to you. If you're dealing with this problem, I'll make an intro.

If you're not, no worries, I'll leave it alone. Dale trusts you and is going to be like, well, if Adam says this guy Scott is, you know, a decent person and he's he's got a decent uh piece of software I should take a look at, yeah, I'll I'll I'll take that that meeting. That's the only type of way that I believe meetings are going to to be had and decisions are going to get made. That can come from your network, like LinkedIn.

It can come from communities, like Go to Market United or uh Thursday Night Sales, which you both used to go to that that I run, Surf and Sales, things like that. It can come from your customers, current customers. It can come from your cap table, meaning investors, advisors, current employees, right? So, it it's this network led growth kind of uh kind of motion.

This benefits individuals in in a obvious way, which is like we don't need them to do these painful uh activities anymore of like cold calling a hundred times a day and literally talking to no one, or wondering why nobody's responding to my emails that I spent 35 minutes crafting a subject line for, right? It benefits the company because you don't have to pay people anything for this prospecting function potentially anymore. Ever feel like keeping your CRM updated with call notes is a nightmare? You're not alone.

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Think about that for a second. SDRs maybe get paid 60K base, maybe they have a 90 to 100K on target earnings, plus you're paying insurance and taxes, plus you're paying health care coverage, plus you've got to send them a laptop, plus you've got liability, right? Yeah. Now you eliminate all those expenses, or maybe half of them.

You eliminate some of them. And now you're just paying people based on actual closed revenue. In a way, it's like back to the old school commission only style uh bonus. So, But but if you dial me with local if you dial me with local presence, I'm going to answer my phone, right?

Yeah, those days are long gone, man. But you know, if I can generate a million dollars in business for somebody, okay? And they pay me, I don't know, 10% on that. That costs the the company it costs 100 grand.

They don't have to manage me. They don't have to give me computer, like I said. They don't have to deal with my uh insurance stuff, or medical, nothing. They don't have to deal with me at all, other than just like what they want to deal with, which is opportunities showing up.

So you're saying A full-time employee costs much more than the 100 grand that they would pay out. So, economically. So, what you're saying is that this is going to kill the SDR role. Like, not AI, but this will kill the SDR role.

It should kill the SDR role, yeah. But think about this, and Scott, you and I have spoken about this also. I think it's good for another purpose as well. If, and I'll use your example, I reach out to Dale on your behalf, and Dale tells me not not interested, like not a problem.

Now, like, yes, ideally I make that introduction, you get a sale, but now from one trusted source to another, you know, the company knows, take Dale out of your damn pipeline. Stop having the SDR reach out to Dale 27 times over the next 14 weeks, and go focus on someone that has a damn chance of closing. Yeah. Just data hygiene.

You you've performed a data hygiene function in some way. You also might run into I mean, I've been running into people who say, hey, can you uh looks like you have a relationship with this guy Adam over at such and such company. And I'm like, Adam doesn't work there anymore. how'd you get your data?

Your data is shit. Right. Right? Oh, there's ancillary benefits, you know, there as well.

Right? Um, the AI the AI piece like I am not one of these people that um is unafraid of AI. I am on the opposite side and and if you had to if if I had to bet, I think that AI will replace far more jobs than we think. Tell me more.

Well, I think it's just going to change jobs, right? I mean, I I I heard John Barrow talk about this a little bit, and it's not like like good or great reps are going to be like even better because they're going to be more productive back to the productive conversation. And they're But average reps are going to be gone. Like, they're not going to be around.

Like, kind of like the SDR. Hold on. Yeah, but I think I I I I want to hear Scott, you said it's going to take more jobs than we think. Yeah.

Tell me more. Well, how long do you think until an AI entity can be as good of a account executive as somebody who's really good right now. The power the power of generative AI right now at its current rate is doubling every 12 months. Okay?

That means seven years from now, AI will be 128 times more capable than it is right now. Now, you look me in the eye, Dale, and my good friend John Barrows. You look me in the eye and tell me a 128 times more powerful AI entity will not be able to sell better than a current top producing account executive. I personally do not believe that that will be the case.

And by the way, that's if the speed of its uh ability to double down in its capacity does not accelerate in the next seven years, which of course, it will. So, what how do how does the profession of sales evolve? And it's a great question. I really I don't know it's a great question that I do not know the answer to.

I do not know the answer to it. It is entirely capable that we might not exist in the way that we do right now. We might only I totally align with you. Like what you're saying makes complete sense.

Like you listen to air.ai, that whole Tesla call, I don't know if you've heard that one. I thought the call sucked. Am I the only one who thinks that call sucked?

Well, I didn't I didn't listen to it, but even if it does suck, you have to imagine once it's 128 times better. Right. And it and it was close enough. Like the guy thought he was talking to a human.

It was close enough. He got him through the process of why he was having a challenge. So, like it's better than some of the cold calling or some of the people I hear on the phone today babbling through scripts that have no idea what they're talking about. So, I do I I totally agree with these guys.

I do think that's because that's because you have and and Scott will agree with me. That's because you have founders who are insistent that every word be scripted, um, and there's no variation and we have to go down a checklist. Well, but I anyway anyway you slice it, like okay, that that call, that AI call was trash. But there's trash sales calls that are happening every single day.

Yes, sir. Regardless of scripting, regardless of what company, we all have listened to them and coached and tried to provide feedback around it. Yeah. I just refuse to believe that, um, in a few years, the the capability of that will not be superior than almost every current sales person that is out there right now.

So, what does our profession look like? I don't know. revenue's being re-imagined anyway. I don't know what revenue's being re-imagined.

Shameless plug. I mean, sales have been cut been has has been getting cut out for a while now. Like, you're not you you they don't talk to sales people anymore. Going back to the go to go to network sales.

Like, it's already happening. So, like if you don't think AI's going to accelerate that you're crazy. But that's that's everywhere. I mean, I I I was car shopping this weekend.

I bought a new car this weekend. And the only time we spoke to the sales guy was literally talking in and signed the paperwork. Like Great. There you go.

And that's and that's today. And that was too that was too much sales guy for me personally. Now, now, now imagine two, three, five, seven years from now. You're going to walk in, you're going to have an AI bot where you sign on the tablet, it's going to spit your keys out and off you go.

Where will where will all the uh car salesmen be? I don't know. I don't think they'll be selling cars though, not in the way that that we think. Right.

Think about uh think about air traffic controllers who are standing out there on the on the tarmac. You know how many mistakes get made every single day? Or injuries that happen? Or too many to talk about or none of us are ever going to play again.

Or injuries, or injuries that can happen out there? Or or like also who wants to stand out there in the freezing cold in Chicago wherever and we're we're we're going to robots that are Why wouldn't we? Yeah. They are theoretically, why wouldn't we?

Cheaper, safer, not not a job that any person really like wants to do. Why wouldn't we replace it? So, people don't like to talk about this because it gets like very dystopian and very quickly. And that scares people.

And so people when they're scared, their immediate response is to poke fun and make fun and call somebody crazy. Yeah. Right? And then they try to combat it with like whatever they know and are very familiar with, so they dig in on that.

And that's fine. I'm I'm I'm prepared to be to be proven wrong. But I believe what I believe, the same way that other people believe. Uh I'm not really out here trying to convince you uh otherwise.

But you asked me that question like, what's AI going to do and and where's the profession going? I don't know. And I don't know that we will be needed in the same way that we have been needed historically. What will that do to businesses?

I don't know. But I don't think that somebody's going to need 200 sales people anymore. And I don't think companies are going to exist with 10, 15, 20,000 people. I think there will be lots more individual solopreneur, small entity, partnership style businesses where it takes a couple people to kind of have an idea, create the product and then you can fucking automate damn near everything else happening and get by just fine.

That's what I kind of think uh we may start to see. Coming to a theater near you. Scott. Yes.

But it's literally coming to a theater near you because like damn near every movie has to do with like the end of the world. So. But listen, we we have to be real about it because if we bury our heads in the sand and say, oh no, we're all fine. AI is never going to take our job.

Like then you're fucked one day when you wake up and you haven't planned at all and you have no backup income. You haven't saved because you go gamble or do whatever it is you do. And then you're really screwed. Yeah.

Well, you every day, we see Probably these fucking movies. Yeah. We see different ends of the spectrum every day in the content that we uh consume. I I saw two things this morning when I woke up that was like literally saying, AI is not going to take your job.

And then I saw another piece of content that was like, AI was going to take every single job that's out there. So, there's no way to know I suppose. We'll see how much the government intervenes. Yeah, no way to know for sure, but we should all be thinking about it and prepping and planning and trying to diversify our skill sets, our income streams and and our careers because we don't know what's going to happen and it feels really spooky.

We should always be doing that, but I think it's the pace at what we have to do it at now. Like you should always be learning, changing, going through that process, but the pace right now is insane. Like what happened six months ago, what's going to happen in the next six months is going to look totally different. Yeah, I agree.

I agree. Cool. So, one of the big things that we do at uh revenue Reimagine is give back to the audience. What is one thing that you wanted to give to the audience, Scott?

Uh, I mean, my time is probably the best thing that I can give somebody. Every single day, probably like you guys, I get God knows how many DMs who are asking me for career advice, or sales advice, or leadership advice, or whatever. And uh, you know, I I try to respond to all those messages, but sometimes a good old fashioned phone conversation works a little better. So, um, I'm happy to talk to uh two people for 30 minutes to pop.

Wow. Wow. That uh, you guys decide with whatever the criteria is, you know, listen to this podcast, comment on it, share your review of it, something like this. Uh, and then Adam and Dale will reach out to me.

Here's here's the catch though. And this is perfect right before we head into some rapid fire. Don't, and I teased this earlier, don't do what I fucking did the first time I was introduced to Scott. And Scott, I don't even know if you remember this.

So, At the moment, I don't remember. You will though. So, I had reached out to you, um, very similar to other people. I said, listen, like I'm I'm looking for some advice, possibly looking at hiring a coach, you know, would love to have a chat with you and understand what whatever it was.

And you were super gracious. You're like, great. Like, here, I'll give you half an hour. Here's my calely.

I booked it. We were scheduled and I canceled on you five minutes before. I had I had a valid reason, but it gets even better. Not only did I cancel you were so generous, dude.

You were like, no big deal. Shit happens. We'll reschedule. We rescheduled.

And when we rescheduled, I live in Florida. The fucking power went out and I canceled on you 30 seconds before. For all intents and purposes, I should be fucking dead to you. Because I burned an hour of your time.

Um, You got you got two strikes. Did you deliver on the third attempt? Yeah. I mean, I I'd like to say we're you're here.

Well, you're here, so. You must. So, Oh, I gave you I gave you three strikes. Don't do what I did.

Take advantage of this and show up. With that said, as we wrap up, let's kick it into high gear. Throw out some rapid fire out there. Um, it is uh circa 1990.

No, I'm kidding. Um, so what song would you use to describe your revenue strategy? I don't want to be an asshole anymore by the Mesengers. I like it.

I like it. I'm I'm waiting for someone to say living on a prayer and admit it, but I like it. And you you say it every time in the beginning of every show. So, Scott, what's one trend or strategy that you predict will take center stage in the next 12 to 18 months in revenue?

Other than AI. Well, that's obvious to me. That's go to network, nearbound, network led growth type, um, strategies. I like it.

All right, you could only choose one. Are you focusing on customer retention or customer acquisition? And why? For whom?

Are you who who am I giving this advice to? Myself? In the context of revenue generation, you can only choose one. So, you are a startup.

Well, if I'm a startup right now, uh, I I am focused on retention and expansion of current customers more than I'm focused on new logos. If I'm if I'm Scott Lease, I have a different answer. I like that. We've seen, we've seen, you you've been putting out some hot videos.

So, Oh yeah, yeah, yeah. My my my video proficiency is through the roof now. What's one lesser known tip or tactic that may uh, made a surprising difference in your revenue outcomes? One surprising tip or tactic.

Uh, well, I don't know if it's surprising or not, but um, throwing events like Surf and Sales, creating a conference, why not? Uh, I think people go to those conferences from a vendor standpoint and you you book a booth and you're scanning badges and you're hoping to get leads and that kind of thing. I I I'm sure big timers like Salesforce, you know, they're also hoping that people purchase Salesforce of of course. But other conferences like Saer, whatever, like they're no fucking product.

Like they're only making money from the conference as far as I know. So, I threw through Surf and Sales conferences for the last few years and what happened is people who come to Surf and Sales join communities and some of those communities are paid and then they get advice and they build relationship and then some of them pay for coaching. And then some of them get hired at startups and want me to go help consult for those startups. So, the surprising part I guess is like the interconnectivity of all the different things one does in the different businesses and how they can all be kind of lead magnets and funnels for each other.

I love that. And I would I would encourage people to think about that a little bit as they're building different businesses. It's very different than like, oh, I own a bunch of vending machines and I make money on vending machines. That doesn't connect to startup consulting.

But the way that I've constructed my different businesses, they all kind of can flow and touch uh one another. Love that. Very cool. And as someone who's been to Surf and Sales, um for everyone listening, if you haven't been, um you want to go.

I actually learned to surf, um which I did not think was possible because I have no fucking coordination whatsoever. Um Now if Adam can surf, Right, if I if I can surf, anyone could fucking learn to surf. Fact of life. Scott, thank you so much for being here, man.

Where where can people find you? Where can people follow you? Go ahead and have some shameless plugs. Yeah, the easiest easiest thing is just follow me on on LinkedIn.

DM me on LinkedIn, if I can be helpful. Um, check out my profile. You'll got everything I'm up to there from consulting to Surf and Sales, to GTM United. And uh, yeah, would love to hear from you and appreciate you guys giving me the opportunity to be uh one of the early guests on your uh on your new show.

Thanks for being here, man. And if anyone wants to text Scott, his number, no, I'm kidding. You didn't ask you didn't ask the last question. Is it because you ran out of time?

Yeah, we're we're we're we're out of time. Okay. What's the I want to know what the last question is. We're going to ask the last question.

Earlier in the show, you said that you would move into RevOps. It's tomorrow morning. What's the very first thing that you're doing as a VP of RevOps? I'm calling everyone I know who's been doing that role for a while and asking for help.

That's what I'm doing. I'm I'm hammering my network uh to to learn and grow and and get support. I'm building my own RevOps advisory board. That's what I'm doing.

Very first thing. I love it. Scott, thanks so much for being here, man. Thanks, guys.

Yep.