Scaling Revenue, Sales Leadership, and Letting Go of “Family Culture” with Rosa Yupari

In this episode of Clover, I sit down with Rosa Yupari, former Chief Revenue Officer turned fractional CRO and sales advisor, to talk about what actually drives sustainable revenue growth — and why so many companies stall long before they realize it.

Rosa shares her journey from engineering into sales, scaling teams to nearly $100M in revenue, and eventually stepping away from corporate leadership to build a practice rooted in mentoring, coaching, and real-world strategy. This is a candid, tactical conversation for founders, revenue leaders, and women navigating high-stakes leadership roles.

In this episode, we cover:

• Why small behaviors — not big strategy shifts — often determine whether revenue scales or stalls
• How “family culture” can limit sales performance, and what healthy collaboration really looks like
• The biggest mistakes founders make with early sales hires and enterprise expansion
• What strong sales leadership looks like in tough markets — and how managers actually motivate teams
• How AI is changing the way sales leaders analyze deals, coach teams, and stay strategic

Transcript

Erin Geiger: 0:00

Uh, welcome everybody to the latest episode of the clover podcast. We have Rosa yupari here. I am so excited to have you on this show. Thank you. Thank you. Thank you for taking the time to talk to us today.

Unknown: 0:24

I am super excited, and I'm really glad that you invited me.

Erin Geiger: 0:28

I love it. Okay, so Rosa, as I always do, I always ask people just to kind of give your backstory, you know, kind of like your journey of how you got to where you are today, and then we will dive into all the things, because your career has just been so interesting, and you've accomplished so much, so there's so much to talk about. But yeah, if you wouldn't mind just kind of giving me, giving us your backstory, that would

Unknown: 0:51

be incredible. So believe it or not, I was born in Lima Peru, but I went to Texas a&m for college, and I studied engineering, so I was going to be an engineer for the rest of my life, and then accelerate the fact that I just fell in love with sales, and I moved into sales, always in tech. So I've been in large corporations like Nokia and 3am and I moved up the ranks in sales all the way to Chief Revenue Officer for Clearfield, which was the last company I worked for incorporate. But after that, I was a little burnt out, so I wanted just to do my own and something I loved, which was do a little more mentoring, a lot more coaching. And yeah, so I'm think that I'm finally, after many, many years of career, I'm where I I really want to be, you know. So I'm excited about here.

Erin Geiger: 1:44

That's incredible. And so, yeah, so I have questions that are sprinkled throughout your career, and like what you're doing now, and I love that you've, you've went on your own, you know. And so now, you know, you've kind of left the corporate world and are building your your own empire, shall we say. But yes,

Unknown: 2:02

yes, that's all my visual board over there.

Erin Geiger: 2:05

We're putting it out there. We are manifesting. We're putting it out there. Yeah, I love it. See you're saying it, I'm saying it's gonna happen so, but along your journey, so you scale businesses from like, oh my gosh, 50k to 40 million. You led 100 million ARR organization, like, huge accomplishments. So what you know, early experience, like, when you kind of look back that like, shaped your approach to that magnitude of enterprise, revenue and leadership, that kind of went along with that the most. Let's talk about that a little bit.

Unknown: 2:37

So, you know, it was a transformation. I don't believe that salespeople are born salespeople. And so when I moved from engineering to sales, I fell in love with a process because I was a process engineer, actually. So that's what I did for, you know, years, and I moved sales into a process. So that really helped me out. But I have to say that I've gone through a couple of transformations. I started as a very, you know, process oriented, kind of little bit square, very analytical, very database, because I was an engineer, and then I really worked on my social skills. So I thought, Okay, I got it. I'm perfect salesperson. But then I realized I became a true hunter like I thought that was the deal that you needed to go out there, you know, make the sale, regardless of whatever right. And in that journey, I was very successful, but I wasn't climbing the corporate ladder like it. There was this, this issue with hunters that we are very, you know, it's very me, me, me. We're not really team oriented. All we care is about going and getting the next kill. And so when some of my leaders and mentors 3am saw this, they decided, hey, you know what you really need to do if you want to go up in the ladder, you have to work in teams. And there was some they, thank God they gave me so much training. But I transform what I would call it like a recovery lone wolf, to really believe in working in teams. And that's when I truly, truly went up in the ladder. So sales wasn't just getting the kill, right. It was about working together, believe it or not. And I say that, and people like, really? And I'm like, Yeah, I've tried it. You actually achieved a lot more if you work collaboratively,

Erin Geiger: 4:41

yeah, that makes complete sense. I mean, to get to the level of revenue that you were juggling, you know, that's not a one person show, right? And so in order to reach that level to your point, it does take so many different skill sets. And, you know, on. Both sides really of a deal. So, yeah, that makes complete sense. And so you grew clear feel to what, 100 million?

Unknown: 5:10

Yeah, very close to 100 million. Yes, yeah.

Erin Geiger: 5:13

And that took a while. It wasn't, you know, you came in. It wasn't, you know, they were kind of, you know, struggling for a little bit, like when you came in and you're like, Okay, I'm going to tackle this problem. Like, what are kind of like? Maybe the first things that you identified, you know, that you leverage, you needed to pull, you know, things that you you needed to shift in order to kind of get them grooving again.

Unknown: 5:37

You know, I started to meet the sales force, and the Salesforce was great, yeah, we had pretty good product. So I was like, What's going on, right, right? And we thought that maybe because, you know, the competition was so much bigger, bigger, bigger brands. But when I realized is we still had bad behaviors, they were tiny, you know, like this, small, atomic habits. They were tiny behaviors that compounded created this kind of culture where, you know, we said we were collaborative, we really weren't. And where we really study, where we could sell more, where we worked in a true strategy, not just tactical movements. So between behavior and the idea that we only worked for the, you know, the next quarter, it was a combination where, you know, it kept us flat. So those were the always recommend to any CRO This is, believe or not, start looking for the smallest behaviors that you can change quicker and it can make the most impact, right? Because that's that's people sometimes look for like the biggest thing, and sometimes it's really not. It's the small stuff that counts,

Erin Geiger: 7:08

yeah, and those are so easy to overlook, right? Those underlying, you know, facets

Unknown: 7:12

Exactly, exactly, yes, yeah, okay. And it does

Erin Geiger: 7:16

make sense, like, if people are siloed, you know that those are going to be your stumbling blocks. So if there's no communication, like, you get in there and you're like, Okay, you say you're collaborating, but just kidding, you're not, you know. And so you see that these, yeah, there's not communication between teams. The right hand doesn't know what the left hand is doing, you know, then that's like a big tell, I would think. And, you know,

Unknown: 7:38

the interesting part here is that the culture was, when I started working with them, it was very much a family. They call themselves. We're a family. We work as a family. We're very close, you know? We're very nice to each other, we really collaborate and all the stuff. But sometimes the people that call themselves a family are actually the worst because I'm like, I don't want to work with my family. Have you seen my Thanksgiving dinners? I mean, we are full of flaws. Yeah. And we don't tell each other the flaws, because we're willing to accept each other as we are. Right. In family, you're like, Okay, you are who you are, yeah. In a business, it's not like that. Business is a constant feedback, constant improvement, slow moving. And so the idea of a family was actually hurting them. And for me, that was the biggest block. The biggest cultural barrier was the fact that they wanted to stay as a family, and I wanted them to become an organization, right, a successful organization. And one of the things that I've learned from an old boss is he always said, everybody wants to be in a weekend, in a winning team. And when they started winning, when the sales people started winning, they became more of a family than when I found them. Because, you know, when you're in a team and a winning team, you're really close, right? So I always, I'm always worried when companies are like, Oh, we're like a family. We love each other and and I'm like, Well, I don't know if that is the most conducive way to increase revenue. I don't know about operations or marketing, but for revenue, you gotta, you gotta stop the whole family idea.

Erin Geiger: 9:33

Yeah, I agree with you. I feel like that's a red flag when I get into an organization and that's how they're operating, you know, because, I mean, with families, it's like unconditional love, right? And it's like, in business, well, there

Unknown: 9:45

are yes exactly you totally gave me. You totally get me, yes, the unconditional love. And I'm like, yeah, they're messing up, you know? So yeah, the unconditional love, yeah, I actually love. How you put it. I mean. So you've seen that one here.

Erin Geiger: 10:02

Yeah, it's really funny. It's so speaking. So it's like, it's almost like an unhealthy way to look at. You know, your organization is like the family, and so culturally, that makes sense. And so when you get in and you look at, like, the KPIs or the metrics, like, what's the most telling sign on that side, whether or not a sales org is like healthy or unhealthy?

Unknown: 10:22

What kind of you know that is? That is the question I get asked the most. And I use a lot of AI for analysis, for data analysis. And I'm going to tell you that after being in many organizations, doing this diagnosis and even coaching, right, because that's when you start figuring out what's happening when you're talking about an individual salesperson, the biggest tale is how much they listen versus how much they pitch. I mean, the data will tell you that the worst sales people you know maybe start talking at minute five minute eight, when they're supposed to be talking at minute 15. So if I listen to recordings, which are it has amazing amount of data. You can tell that that salesperson that has more to say, more to pitch, is probably the one with lower win rate than the salesperson that decides to listen to the actual pain. People talk a lot about, oh, you need to understand the pain of the customer. But when you're looking at the data, it's just, it's just telling the sales guy, I'm like, be quiet for the first 15 minutes. And they can, because they're like, they're so wanting to talk, you know? And it's just like, I'm giving them torture when I'm telling them, just, just use silence. Just be quiet. It's seriously, it's like, I'm, you know, I'm just torturing those full sales people. But that's an intended and as a team, this is an incredible dynamic of what works as a team and the best the the best teams, believe it or not, is not when you have all hunters, all or farmers. The best teams are not when you have one or two sales people that have, you know, amazing wins, and then everybody else is right here. So I do believe that a good team has to have a combination of, you know, hunters, farmers, and what I call the hybrids, right, those people that can do a little bit of both. And I don't think and think that the delta on the win rate should not be that wide, because when that happens, the sales manager spends most of their time coaching and working with a problem child, right? And the top salesperson never fills the CRM never gives you enough data. It's terrible and forecasting, but they're let go because they're like, we're too busy. They're selling right? We have to focus on these other sales people that we need to pull up. And so the telltale is, you know, you have hunters that are pretty much doing whatever they want because they can. Yeah, and then you have that lower bottom where you're trying to coach but sometimes they're not coachable, yeah, and they're just, they're just not in a good place. They need to. They literally, some of them, they just do not need to be in sales. And so it, it doesn't take long to figure it out that dynamic. Yeah.

Erin Geiger: 13:44

And how do you so when you're working really, mostly, I guess this is a question for startups. You're working with founders. So many startups found start with founder led sales, right?

Unknown: 13:56

Yes, you need to. Yeah, I need to. You do. You cannot, not do any other way. I said, yes, if you're a founder, get over it. Yes, you're in sales, you know, like, don't say, Oh, I don't like to sell. I don't want to sound salesy. I don't want to push it. Like, get over it, right?

Erin Geiger: 14:15

That's your job. Yeah. And then you have the other end of the spectrum, where the founder is all about it, and they're like, yes, but then it's like the vast majority of sales, even when they they hire their first, you know, like founder salesperson, it's hard for them to make that transition and to train the team and kind of like, you know, because they the founder eventually needs to move on. Like, yes, they will always have a spot there within that realm, but they do need to move on to other things as well. Yeah, and so what do you, what kind of patterns do you see over and over with founders, especially first time ones, and how do you, what do you tell them when they're about to hire their first sales leader?

Unknown: 14:57

This is, again, you're asking me, the absolute right? Questions there, because always say you need to call me for two reasons, one, before you hire your first salesperson, and two, when your sales are flat and you need to scale up, right? And let me tell you what happens at the beginning, the founder let sales go, and they sell around their network, right? So it's easy to sell within the network people that used to work with them, or, you know, people that they interview before they started to their business. So they have their first two, three customers, and they're like, we're ready now. Yes, but believe it or not, the moment that the founder runs out of friends, that's when it becomes really difficult, because they have to do the outreach, they have to have massive messaging, you know, they have to prove product market fit. Selling it to three people doesn't mean that you have product market fit, or price market fit, right? Because at the beginning, you're selling at a discount, just so people can try it. At the beginning, you have a product, but you're probably modifying it a little bit so it can fit what people want. So if you hire a salesperson before you have product market fit or price market fit, it's going to be a disaster. You're going to spend hundreds of 1000s of dollars, and you're not going to get the revenue, and you're going to be upset at the salesperson. But a salesperson, it is not the person to come and give you product market fit. The person is a person that is going to increase revenue and repeat an already proof process, right? And they're not there to set up the process so the salesperson is coming here. You have to give them that they're like athletes, right? Okay, this is the journey. This is the path. Go, make it and repeat it, right? But they are not there to to create. They can't, because they're not the donors, right? They don't have the the vision or the power to be able to put that product market fit. So I sometimes talk to founders and I'm like, Yeah, you're not there yet. You're not there. You just run out of friends. We need to work out of messaging and everything. So, yeah, that's, that's what I see

Erin Geiger: 17:23

the most. Yeah, I would agree. Yeah, it's it, and it's, it's, sometimes it's a tough conversation to have the product market fit.

Unknown: 17:30

Oh yeah, no, they escaped me. I mean, and I'm Latina, so I'm very direct, and they're looking at me like, I don't know how to, I don't know how to, you know, silver lining this, right?

Erin Geiger: 17:42

Exactly. It's a little, it's a prickly conversation, that's for sure. And so what do you say? Like, okay, so when scale ups are trying to, like, go enterprise, right? So a lot of times they'll start out a little smaller, maybe supporting SMBs, but it feels like, with so many enterprises, the Holy Grail. Like, that's where they right. What are the biggest mistakes you see scale ups make as they're trying to, quote, unquote, go enterprise.

Unknown: 18:12

They try to do whatever worked in mid market. Yeah, that is the biggest mistake. They're like, Oh, this worked for me. And I'm like, there was a different market. So a different customer, it is a different buyer's journey. You almost always say there is two times where you have to reprove your product market fit. One is when you want to go into a new market, because it's a different market, right? It's part of the equation, right? The whole pro Market Fit changes when a different market, and believe it or not, enterprise is a different market, and so they do the same things. They think that the sales cycle should be the same size, which is not it's supposed to be longer. They become really impatient with the sales people when they say, well, it's going to take about six months to a year to be able to do our first enterprise, right? And they're like, Okay, let's switch this sales person. Let's bring another one. Is like, I don't think you understand that that's a different customer journey. Or let's bring one of those sales people from like LinkedIn or Google or Salesforce. And you're like, oh, no, now you're even paying more, and you still don't have product market fit, because they're not going to give you that, right? They sold a brand that was well known. I mean, how easy it is, right? You got a startup. It's like, No, it's not going to happen, right? So I think that is the biggest mistake, thinking that is the same market. When it is not, it smells different. It's different. The buying process is different. You go from, you know, maybe having three stakeholders to 12 to 15 stakeholders. Holders, right? And that's a huge jump. And so they think that, because they know three people in this enterprise account, they're going to be able to close it, and they get ghosted, or something happens, you know, because they're like you thought, that with three people, you're going to close this No, no. 15 people have to approve this brand new software or tech or whatever you want to so, yeah, it's their personas. Is so screwed their messaging, they think that you have to have the same message for each different persona, and you don't. You have to have a message for purchasing, a message for the technical person, a you know message for the user, and it's, it's so complex, you know, it's frustrating when it doesn't work. Whatever worked before doesn't work in enterprise, right?

Erin Geiger: 20:56

No, yeah, it's the multi threading is exponential, right?

Unknown: 21:00

Exponential, yes. Exponential, yes, yes. And that's where most that's where even enterprise sales people, that is the biggest problem they have, is the multi threading. It's so hard to get right to an economic buyer that, you know that is, that is so hard for sales people to do. So even for the most experienced one, the multi threading is probably is the hardest portion of the whole sales process.

Erin Geiger: 21:33

Yeah, and then, like, especially now, you know, it's hard when the economy, even when the economy is great and things are booming now. Things are tough, more tough, right? And so, yeah, how do you kind of work with teams that are they're probably burned out. They're probably fearful. They probably missed some targets, you know? So in this kind of economic climate that we're all managing, how do you work with teams through that, and have helped them navigate this?

Unknown: 22:06

So I have to say that I have worked with sales teams, and I knew that many of them were going to get laid off, you know, and it was so hard, and I was like, why am I even coaching this person? I know they're going to get laid off. I just had that feeling right and it happens because you can tell that they waited too long to do something about it. That's what bothers me. Sometimes it's like, call me before it's too late, right before you have to do all these layoffs. That you know, when they are, like, desperate, they're used to like, Okay, I'm gonna, we're gonna get this sales guru to come help us out. Well, but you know, people are very, very burned out. The one thing that helps the most and gives the biggest boost, and that's, that's a little hack that I figured it out, is to teach and coach the sales manager to motivate. You know, they don't know how to motivate sales people because they believe KPIs. They believe, Oh, I have my one on one, and my one on one is, what do you have for me? What are you doing next? Have you talked to this customer? And sales people complain that they never get help from Sales Manager, all they get is questions. They never get advice, right? And so the number one thing that I've seen change organizations is if you coach the sales leaders, if you coach the sales leaders to motivate their sales people. And people ask, like, how am I going to, you know, how am I going to motivate them? Let's pay them more money. Like, money is not a motivator, believe it. It's like a it's like a band aid. That is not what keeps you happy is that motivation is for you to one, trust them, right? Give them autonomy to come up with solutions, to be there for the one on one, and if you don't know something, brainstorm it with them, but don't come and say, you know, solve it, yeah. So be involved, but don't go and close the deal for them, yeah. So that is a difference. Was like, just for you to get involved doesn't mean that you have to go solve their problems. So that's, that's another part where I believe that, you know, they have, they have a problem. The sales people, the managers, go like, Okay, I need to get I need to make my number. So move away. I go do it. And so the sales people are like, well, now you're going to see that I'm doing very little. And the other part is, every salesperson wants to get better. They all want to improve their craft, and doing real coaching as a sales. Manager, you're probably promoted from being a great salesperson, nobody, nobody taught you how to coach. Coaching is not I'm just going to listen to you and I'm going to be a nice person. Yeah, there are methodologies to coach right there. There are do's and don'ts, and so I always listen to people coaching, and I'm like, Yeah, that's not coaching. Let's do it again. And they believe coaching is solving people's problems. And I'm like, I don't think you get it. That's really not how it works. So so I think that if you want to have a quick boost, you do need to teach the sales manager how to do motivation. You have to teach them how to coach. You have to let them trust their sales people. And they're going to tell you, I can't trust them because I need to make a number. I'm like, well, you're never going to make a number, right? So just, might as well just hold your breath and go for it, right? So, yeah, that's okay. That's what happens, I think.

Erin Geiger: 26:03

And how do they know, you know, when to bring in their sales manager, like a salesperson, you know? How do they know, oh, I need them on this call to close this deal? Or is there a threshold of, like, Okay, if the deal is worth X amount revenue, or it's the the company is this x amount of size that we're going after whale, you know that we're going after, or if they're doing ABM, it's like, okay, these are the prioritized, you know, companies like, how do they know when to bring in that sales leader and has a sales leader? Know? Okay, I need to jump in on this, you know, deal like, not do it for them. But I, you know, I do need to be involved support,

Unknown: 26:43

yeah, during the multi threading, yeah. Usually the sales, the leader, should not get involved. During the discovery, the diagnosis, the discovery, by the time they come in, they should have they're all there should be a pain already identified. And that is why the best salespeople are the ones that qualify really quickly and really well, and so they that's why a lot of people that are going to enterprise, they already know how to sell. When I coach enterprise, they're like, I'm not going to teach you how to sell, because otherwise you won't have made here. What I'm going to teach you is, what are the habits that you're going to need during the multi threading part, during the negotiation part, which is the part where becomes a little bit more complicated, but a sales leader comes in when you do what I call it, like bench to bench or title to title. So you're going to need to get to the economic buyer, and you're not going to be able to do it with your title. You're going to need to bring a heavy you know, the just the heavy hitters, and so that's when you're doing kind of like, Hey, can we bring the economic buyer? I'm going to bring my CRO I'm going to bring my VP of sales, and that is a way to get to the economic buyer, because as a just as a salesperson, that's the part where it becomes really hard. But by then they have, they have to prepare their sales manager. Hopefully the sales managers knows what's happening, but they have to have a strategy. One of the biggest things that happened to me, I had a friend of mine that used to say that it was executive cleanup. Yeah, you know, it was every time I wore on my executive and I didn't train them, we didn't have strategy then that, I promise a whole lot of things, lower the price right away. And I was like, what's happening here? You know, I didn't bring, I didn't bring you to just give the product away. And they do, because they have the power of doing it. So just be careful that when you bring executives, you have to have a strategy.

Erin Geiger: 28:57

Yeah, I'm so glad you mentioned that I know sometimes, you know, whenever I've seen like, kind of, like, bargain basement pricing, it's because an exact was brought in, you know,

Unknown: 29:12

promise something at a time like that, you're like, what? Where is coming from? You know,

Erin Geiger: 29:17

like, that's not on our product roadmap. That's not happening exactly,

Unknown: 29:21

yes, yes. I would think, yeah, we don't throw bubbles in this somewhere, like, how are we gonna make this happen? But yeah, it happened to me many times, actually, which is pretty hilarious.

Erin Geiger: 29:32

That's pretty funny. And do you work like with the SDRs and the BDRs as well, or do you mostly kind of coach the senior execs and get a lay of the land from top down. Like, how do you typically operate?

Unknown: 29:45

I am better. So my sweet spot, like, my thing is to train enterprise, you know, because I have been there and that has been the. Like, I believe that's where I became more successful. But I started as a, you know, regional manager, as a territory manager, so I know how to do mid market, yeah, so I can help any account manager. I am not the best for your SDR, so if you need to train a lot of BDRs, can I do it? Yes, but is that I think it's overkill for what I want. I mean, I can't. I'm here to teach you strategy. I'm here to teach you how to coach. I'm here to motivate your sales people. So, yeah, they don't need that. They're not. BDRs are very transactional,

Erin Geiger: 30:35

you know, very much, and a lot of that falls downhill anyway, you know. So as those things are getting identified and smoothed out, it'll positively impact their site as well. I'm curious what had you move away from corporate and kind of founding your own fractional CRO practice?

Unknown: 30:54

Okay, so lots of anxiety behind this. You know, when you are in corporate, is so hard, but it's kind of safe, a little bit, right? You're going to get paid regardless, unless you get hired. But I never really got tired, so I was like, and you already have a product, right? So you don't have to re hone your product. You already have your ICP figured out, so I don't have to work that out. So I think when I decided to go on my own, it was really a difficult decision, because just because I knew how to sell didn't mean that I knew this sales process. Again, this is a different market, a different product, so I had to create a product, right? I had to figure out my ICP, and you never know who your ICP is right at the beginning. So you can have a hypotheses of who you think you want to sell to but then reality hits you, and you're like, oh, yeah, that's not that's not it. And so it is. It's a long term if you really want to do it well. And again, just like any founder led sales, I got my first two or three, and I was like, I did it. Man, I'm so good. I got this figured out. And then, you know, the reality hits is like, Oh, wait, I ran out of friends. So what's here? So I had to go, I had to go network. I need to go beat, talk to people. I need to do outreach. And so I had to really do the entire journey of a founder led sales, just because it's consulting. And in consulting is even harder, because I think people need to trust you, right? So you have to have a brand. You know you giving your money back is not as simple as if you know, I make you use this product. So it was, it was full of anxiety, but at the same time, I thought, This is what I love to do. If I could do this for free, I would do it for free. And I think that's what really got me, because I thought, When am I gonna do what I really, really, really, really love, like, you know, I'm not going to work for another so many years. So it was time, and it was risky. And some mornings I wake up and like, what did I do still? Yeah, but, you know, but I just, I just really love it,

Erin Geiger: 33:37

yeah, I think that's a huge tell. When it's like, I would do this for free, you know, like you're in the right spot for sure. Let's chat about AI a little bit, because I'm so curious. You know, in your, you know, frame of work, what you know you're going out on your own, you're probably discovering new platforms, like, how can I, what can I leverage, you know, to make this transition? So are there AI tools that you use that have, like, kind of, actually moved the needle for you?

Unknown: 34:09

Every week, I have a new AI tool that I fall in love with, but I have to say, I don't think I would have been successful. I would have done this because I'm I'm a type of salesperson that hates the details, that hates the music, that hates the operational part, I have to be honest, like I was the hopefully none of my old bosses are listening to, but I even doing my travel expense reports Right. Like I was, like, I waited forever to do those because it was I had to sit down, be in front of the computer, and I just wanted to be out there with a customer. And so for me, AI really saved my life. So I do everything with AI. I do, you know my accounting with it. I did. It my payroll with AI, I do all of it, but as a salesperson, the stuff that really, really moved the needle is the software that helps you with presentations. I think you can ask any salesperson, and the worst thing that they can do is have a presentation that was just done by some generic marketing situation, right? And so being able to listen to the recordings using AI to really dissect, what is the pain? What you know, who are the sales people that need help. Where do they need help? Being able to understand that critical event, and being able to stay present knowing that there is a recording capturing things that I'm going to miss, because you're going to miss it, yeah, that really changed my life. Yeah, having those recordings is, it is there's so much data in there, it's unbelievable. And being able to extract all that data from those recordings and then put in my ideas, literally telling chatgpt What my ideas are, and then transfer that into like a gamma app or notebook LLM, and let them do the PowerPoint presentation with all the graphs and everything that, for me, has been amazing. That's transformative. And I use it for everything else. I use it for research. I use it for everything. But if you had to ask me that workflow that is going to change your life as a salesperson is that one is picking up the recording, analyzing the data, putting your strategy, feed it to this platform, again, I'm saying gamma, but there's other ones too, and I use notebook LM as well. Put it in there. And they just, they create your 15 page power presentation and and it's just pretty amazing. And since they know your voice, and they and they, they understand what you're offering. Is is so simple, I it used to take me days to create powerful presentation, if not weeks, yeah. And so that has been the biggest workflow that you know changed my life, yeah.

Erin Geiger: 37:33

And that's probably a good example of AI actually helping to elevate the skill set of a sales team, right? Because there's a lot of fear around AI, around replacement, you know, but the examples that you've given, I feel like that actually lets the sales person shine more, you know, with kind of like aI backing, helping to create the decks and and listening to, like, the gong calls or, you know, or whatever platform you're using, listening to the recordings and being more present In the conversation, and then having that data at the end, being like, oh, and extracting, you know, information that they need in order for the next step in the sales thing. Is there any kind of, is there anything that maybe sales leaders, they underestimate about AI of like, oh, you wish they would leverage AI more for something that you see or, I mean, I know, like, none of us really know what we're doing with AI yet, because it's so new.

Unknown: 38:27

So there's two things. One, analyze yourself. People recording they need to do that. CRM is not going to do it for you. CRM is just whatever I remember, and I'll input in there. So have that worked out? But I have to tell you that one thing that the sales managers have to have is as a requirement, and no sales people should avoid, should skip this at all, is for sales people to do research with AI before going into a customer, especially if it's enterprise, especially if it's enterprise, because if you're going to a smaller company, there's probably less right? There's so much information out there that they need to get their salespeople to do research. And one of the key that is the thing, one of the most competitive things that you can do as a salesperson, because as those people don't like to do this, by the way, because just just sometimes, chatgpt gives you, like, all this information, like five pages of research, and now it's gonna read five pages for Research. But and understanding in the research, what is hypothesis of pain you cannot walk in to a customer without knowing or having some idea that they have a pain that you can solve. Right? It's such a waste of time to go and so it. If you cannot put together the hypotheses of what the pain could be for this customer and who are the key stakeholders, then you're really one falling behind and wasting a lot of time, yeah, and inflating your pipeline, which is the saddest part, two, right?

Erin Geiger: 40:21

Yeah, exactly. And the sales, the pipeline, it's, it's more complex with enterprise, you know, as we've discussed. And so I would think AI could help you map that out, the the buying committees, you know, because it's so complex, right? And so doing that research, that's part of it as well. Like, who are those stakeholders, like, what you know, what phases does it look like within this company, of who we need to bring in and how to move forward? And I would assume AI could help a lot with that as well.

Unknown: 40:52

It does. I have, I created an orbit framework that I call it, and it really there's so much information out there, because they can look at LinkedIn, and they can look at titles. And so if you know the titles that are your part of your decision process, you know or you're buying committees, then you're able to find those titles through LinkedIn for that specific company. And then again, you might not have the right person, but at least you're going to get really close. At least you're getting to a warm path instead of a cold path, you know, to that multi threading,

Erin Geiger: 41:29

yeah, yeah. That's huge. This has been such a great discussion. I've had so much fun talking to you. I could talk about this stuff

Unknown: 41:40

forever like I said, this is something I would love to do for free if I didn't have to make money.

Erin Geiger: 41:45

Oh my gosh, and like so where, if someone wants to connect with you, what is the best place online for them to do that?

Unknown: 41:53

You know, I think I respond to LinkedIn really quickly. So that's one place you can go to my website, but I think if you find Rosa, you party, you find me in LinkedIn, I'll respond to that message right away.

Erin Geiger: 42:08

Okay, cool. So I'll put that link in the show notes, and then I also ask everybody this fun question, we love music over here, so if you could only listen to one music artist for the rest of your life. Who would it be?

Unknown: 42:22

Oh my gosh, that is so hard. Why did you torture people? It's mean. You know, I think my days have changed right over like over the years like this. But if I say that, who do I? Who do I tell Alexa to play when I'm I'm getting ready or I need to just get I love Pitbull.

Erin Geiger: 42:53

She's great, yeah.

Unknown: 42:56

So I go, I you know, I say, Alexa, can you please put Pitbull radio? So the people radio would include, you know, all the other Latino kind of, you know, type, record, tone, like music. And it just gives me so much energy, you know, I feel, I feel like I'm getting ready, but playing, you know, this in Zumba the same time. So that's, yeah, you

Erin Geiger: 43:21

can't go wrong with Mr. Worldwide, I like him too. That's perfect. Well, thank you, Rosa for taking the time. It's been such a great conversation, and you've shared so much that will help this audience immensely. So I'm I have a full gratitude for you and your time. Thank you.

Unknown: 43:40

Oh, thank you so much for inviting me. And again, I'm so glad we got to connect. You know, that was the good old networking.

Erin Geiger: 43:47

It was That's very true. We had a mutual connection. And look where, look at us now.

Unknown: 43:55

So well. Thank you so much. I appreciate you.