Eliminating SE Leadership?

“Never Again”

This summary article written with permission of an MTS client. We altered a few peripheral facts to preserve anonymity, but
otherwise “it is what it is”. This is also likely to be somewhat controversial, and MTS was certainly involved in the postmortem fact gathering. Those facts are why my client decided it was worth publishing – to save other SE executives the pain
and heartache that his organization suffered. As they say in the US, “your personal mileage may vary.”

During early 2017, an external Management Consulting organization was tasked with
reviewing and optimizing the sales and presales operations of the European – Middle
East – Africa (EMEA) Region. This resulted in many excellent tactical and operational
recommendations and two key organizational structural recommendations that greatly
affected the presales team.


  1. Increase the average span-of-control of sales leaders
  2. Eliminate the local and regional SE leadership

This led to the consolidation of personnel under the auspices of either country
managers (for larger markets) or Regional Sales VPs for smaller cross-country markets
(such as the Nordics). The primary drivers of this reorganization were financial and
industry best practices. As noted later, neither proved to be the case. The modified
organization lasted for 15 months and was then reorganized back to something that
resembled the previous structure.

2. Financial Benefits:

Twelve SE Manager (SEM) positions were released. Two SEMs gained positions within Product Management, Three filled open headcount as Senior Architects / Subject Matter Experts, Two became Country Managers and Five left the company. The top EMEA SE leader joined a major competitor, as did three of the other SEMs. Assuming full credit for the twelve positions and that existing open headcount was filled, the gross fully burdened savings amounted to €4,000,000.

2. Best Practices:

In researching best practices of other large technical presales teams, both inside and
outside of our immediate market, we were unable to find any organizations that
conformed to the consultant’s recommendations. The list of references we spoke with
was lengthy, including companies with SE teams sized from 40 to over 400 individuals.


1. We estimate the entire reorganization effort cost us 12% of revenue growth and a 32%
reduction in viable pipeline.

2. SE Turnover increased from single digits to almost 25%. That included 8 identified high
potential SE performers.

3. #1 reason cited in exit interviews was “no prospects of career progression/promotion”

4. #2 reason cited in exit interviews was “sales manager had no understanding of the position or requirements.”

5. The loss of the SE VP and three hi-po’s to one of our prime competitors cost at least 4
transactions of > €100,000 monthly recurring revenue.

6. Country managers were unwilling to release their technical resources to help other
regions. Resulting in multiple deals slipping from each quarter and a definite, but not
fully quantifiable decrease in win rate. Most notably in heavy Proof Of Concept deals.

7. After expressing initial support for the change, account executives noted they were
unable to get the right people at the right time due to country/region resource

8. Product training time for SE’s decreased from 5 days/quarter to 2.7 days/quarter due to
sales being unwilling to release time for such training. Caused a 0.8 decrease (on a 0-10
scale) in technical readiness over 12 months.

9. Partner satisfaction decreased by 17 NPS points due to reduction in enablement,
support and general technical sales coaching. (Partner SE’s were reassigned to direct



In the words of our client. “Please tell others about this. It should never happen again. If
anyone, including high-priced consultants, should ever question the value of first-line presales
management then the extreme case study is to examine what happens when the position
entirely disappears. It is a disaster!”

“It is the province of knowledge to speak. And it is the privilege of wisdom to listen”
Oliver Wendell Holmes

This article is written by John Care, Managing Director of
Mastering Technical Sales. For more information on this and other Sales Engineering
topics visit the website at http://www.masteringtechnicalsales.com.

6 Steps to Hiring Your First Sales Team

(By Guest Blogger Dean Burgess) – You’ve built your company from the ground up, and now, you’re ready to grow by hiring your first sales team members. You can find the guidance you need to establish your team from the North American Association of Sales Engineers! Bringing on new team members and training them takes time, and these tips will help you get the process started.

Create a DBA :

Before you start expanding your company with an entirely new sales team, it’s important to take care of any key logistical or legal tasks on your to-do list. For example, if you already run a business under your given name, and you want to offer a new line of products or an entirely different service, you’ll need to choose a “Doing Business As” name. This is often known as a DBA name. If you register your DBA name, you can market and sell your services under a new name!

Set Your Sales Goals :

Next, it’s time to think about what you want your sales team to achieve. Once you know where you want your team to go, you can determine which roles you’ll need to hire for in order to get there! Think about what your team could realistically accomplish and which metrics you need to hit in order to keep your company moving forward.

Define the Roles :

Now, you’ve got a vision for your company’s sales goals – and it’s time to figure out who you’ll have to bring on board in order to execute these goals. Look into popular sales job titles to help define each role. Bidsketch states that you’ll probably need an account executive, a sales manager, a sales development representative, and a customer service representative. If you have bigger goals, you might also want to hire a sales engineer! You can create a job listing around each of these titles and share the listings on popular job platforms.

Schedule Interviews :

You’ve started to get responses to your job listings, and you’re interested in learning more about several candidates who look promising. It’s time to prepare for interviews! But which questions should you ask to find the best person for each role? Sales Assembly recommends asking them about their current sales process, how they would pitch your product, and their proudest sales accomplishments.

Training Your Team :

After going through rounds of interviews, you hired candidates who really stood out. You know that they have the aptitude and experience to succeed at your company, but you also want to make sure they’re truly ready to represent your product. When it comes to training your sales team, you can use helpful tools like e-learning programs to get everyone up to speed on new techniques or product details. You’ll also want to give detailed feedback to help each team member improve.

Determine Incentives :

How can you motivate your team to keep improving and reaching bigger sales goals? By incentivizing them! With sales incentives, you can encourage your team to keep achieving. What kind of incentives can you offer your team that will actually prove effective? Close recommends setting up a monetary rewards program for your sales team, giving out new tech products as prizes, or offering special sales training from a personal coach. Think about your team’s personal interests and get creative when it comes to offerings – make sure that they match your team!

Finding the best candidates for your sales team – and helping them become the best sales representatives they can be – doesn’t happen overnight. That’s why you need to kick off the process with a roadmap outlining your next steps. With these tips, you’ll be able to start recruiting your new sales team!

Want to learn from other sales professionals? Join the North American Association of Sales Engineers! Register on our website today.

How to Manage Tasks Priority with Urgency – Importance Matrix (UIM)

(This article submitted by PRIZ GURU)– We are excited to announce a recent release of an additional Creative Thinking Tool in PRIZ online innovation platform, Urgency – Importance Matrix (UIM). This tool is built to help you to avoid mistakes, save time in managing tasks priority and make decisions.

The new tool is a practical instrument for task priority management. Urgency – Important Matrix is most effective in conjunction with Roun – Robin Ranking (RRR).

About Urgency – Importance Matrix (UIM)

Tasks priority management by Urgency – Important Matrix is widely described in the literature. You can find a lot of relevant information on the Internet. For instance, Eisenhower’s Urgent/Important Principle,  How to Master your Priorities with the Urgent-Important MatrixPrioritization Matrix 101: What, How & Why? (Free Template) and many others.

Here, we are going to describe our vision on the Urgency and Importance classification and also to propose a practical tool for effective management of task priority using the Urgency – Importance Matrix (UIM) tool.

Let’s start with the TASK definition. Do we understand what TASK means? What is a TASK? Try to imagine that you are working in front of your computer already for a couple of hours and you are willing to grab a cup of coffee. Please think and answer: Go to the cafeteria and drink coffee – is it a TASK? Or another scenario: Invite your colleague to the cafeteria and spend some time drinking coffee together – is this a TASK? Another scenario: your manager invited you to the cafeteria for a cup of coffee – would this be a TASK? Do you feel the difference between different scenarios of the same action – drink coffee? Sure you do.

Now try to define which one is TASK out of the following:

  • Find the root cause of the failure
  • Fetch and analyze data
  • Visit Irish pub with friends
  • Visit a doctor
  • Watch a movie…

Did you find TASKS?

You can find a lot of information about TASK definition, but we choose what we like best, the definition provided by Cambridge Dictionary: “Task is a piece of work to be done, especially one done regularly, unwillingly, something unpleasant or with difficulty.” Excellent definition. It directs us to a very trivial statement: “TASK is something that we do not want to do. We do not want, but we have to.”

Eisenhower’s decision matrix is based on very clear and effective concepts:

  • If everything is urgent, then everything loses its urgency.
  • If everything is important then nothing is most important.

The matrix is shown below:

Urgency and Importance are the axes of the chat. There is no continuous gradation of the axes, just binary separation: “yes” or “no”, “Urgent” or “Not Urgent”, “Important” or “Not Important”.

The Right top field corresponds to “Urgent & Important” tasks.
Tasks that are Urgent and Important at the same time will fall into this category. For example, addressing safety or quality issues. These tasks receive the highest priority: “Do First”.

The left top field corresponds to “Important & Not Urgent” tasks
For example, projects aiming to improve production yield, reduce cost or improve the reliability of the product. According to UIM, all tasks that fall into this category are getting priority: “Do Later”.

The right bottom field corresponds to “Urgent & Not Important” tasks
For example, participate in a meeting where you are not a decision-maker. It is urgent because the meeting is scheduled to start in 30 minutes, but the importance is zero since you cannot impact the decision-making process. UIM recommends delegating such tasks – “Delegate”.

The left bottom field corresponds to “Not Urgent & Not Important” tasks.
For example, some tasks that are not impacting your current status or the status of your activity at work. Such as analyzing daylight saving impact on some production parameters. Simply drop such tasks, eliminate the tasks or the projects that fall into this category – “Eliminate”.

Do what’s important

Both top quadrants are important and have to be completed. Please take into account that “Do First” tasks are typically short term tasks, while “Do Later” are related to the long term tasks. Do not mix them. In case you are a manager distributing the tasks, do not assign short term and long term tasks to the same people. The tasks are very different, and their successful completion depends on the ability of the people to complete a certain type of task. A manager has to define who is more suitable for short term tasks and who for long term tasks. In the first case, for short term tasks, a manager has to seek “firefighters,” people that totally dedicated to a final goal to reduce the harm by any means. Long term tasks are typically performance improvement projects, should be completed by “chessplayer”. There is a very small risk of their mistake, but they spent a lot of time searching for the best move and the best solution.

Do not mix the tasks and assign them to the relevant people.

Do not waste time and resources on Not Important tasks?

There is no real customer for Not Important Tasks, no one needs the results, no one is ready to “pay” for completed tasks that are Not Important. Do not waste time on tasks that fell into two bottom quadrants. Do not attend anything that is not important.

How to assign Urgency and Importance?

How do you classify a task? How can you define if the task is important or not important, urgent or not urgent? How to normalize and standardize the process of urgency and importance assessment?

All tasks are originating from a flaw. No flaw – no tasks.


Urgency level is related to an expectation. The flaw that results in expected harm cannot lead to urgent tasks, while any unexpected harm should be treated as urgent due to its uncertainty:

For example, we all know that even an excellent and very expensive car is not ideal. All the moving parts of the car wear out; therefore a periodic technical service is required. Known ahead of time, scheduled and expected technical service is a task, but this task cannot be urgent. This is a typical Not Urgent task.

An example of unexpected harm could be a noise that suddenly appeared in the car engine. We need to bring the car to the service as soon as possible to reduce the possible impact. This task is not scheduled (unexpected) and should be treated as an Urgent task.


The importance is related to cost. The higher the cost of harm the higher the Importance.

A noise in the car’s engine might be high-cost harm compared to a small scratch on the car door. Therefore Low-cost harm is not important, while high-cost harm should be treated as an Important task.

Urgency and Importance assessment rules are summarized in the table below:

UIM is an excellent tool for tasks priority management, but how to use it? Should we use a pen and paper? How do we keep the information, how do we continue working on the prioritization of the tasks?

We created a UIM tool for your convenience right into ONLINE PLATFORM.

Please, refer to a page dedicated to UIM for more details and usage examples.

For more information related to this article visit priz guru website

What is psychological inertia? or… What is wrong with us?

Have you ever been in a situation where while discussing different solutions for a problem, you and your group is trying to solve, people finding all kind of reasons why something is impossible or extremely difficult? The arguments might sound like “It’s very difficult”, “This solution is very expensive”, “It’s not going to work!”, or even “This is a stupid idea!”
I am pretty certain you have. This phenomenon, and many more, are part of Psychological Inertia.

Now, let’s dive into the details.


I always like to start with the plain and dry definition. Unfortunately, Cambridge dictionary does not have this definition, so I’ll have to default to Wikipedia:

Psychological inertia is the tendency to maintain the status-quo (or default option) unless compelled by a psychological motive to intervene or reject this. … Psychological inertia has also seen to be relevant in areas of health, crime and within the workplace.

Now, this is a lot of words in one long sentence. I personally had to reread it multiple times to actually understand what it means, and frankly, without having the background on the subject, I am not sure if I ever could get it correctly and interpret it to the real-life experience.

I’ll try to explain what does it mean in my view based on our experience and real-life events and examples.

It can’t be done!

For the matter of this article, “It can’t be done” is the same as “It is too expensive”, “extremely difficult”, or any other way to say that some idea is not good enough. I want to come back and expand on the same example I described at the very beginning.

Many times throughout my career, I’ve seen myself and others getting stuck on various reasons why not to evaluate a solution, why not experiment with an idea, and so on. Some might call it excuses or laziness, but the reality is, we don’t really want to do or try something that we don’t believe in.

So, unless there is some outside force, an additional push that can prove us wrong, we will resist a proposed solution we don’t believe in until the end of days.

Unwillingness to explore something we don’t believe in is part of psychological inertia.

Professional experience:

When we first started to present the idea of problem-solving tools to other people and tried explaining what are they good for, the majority (and many still to this day) were very skeptical about it. Here are a couple of arguments we were getting:

  • What’s wrong what how people solve problems today?
  • How can you create tools that help me solve problems? it’s all coming from my experience!
  • If I have a problem that I am stuck with, I’ll hire a professional!

Note: I want to highlight that this skepticism is also caused by psychological inertia. It’s just another version of “It can’t be done because I don’t believe in it!”

Back to Professional Experience…

For simplicity’s sake, let’s assume that the cloud below is the entire, currently available, and continuously growing knowledge and experience.

The experience of our engineers, John, Maria and Bob, are marked with different shapes and colors. Well, of course, they do have different experiences, right? And some of their knowledge overlaps. Great!

The solutions that we are searching for are marked with red dots. If you noticed, one of the solutions falls well within the existing experience of our great engineers. But what about the two others? This is exactly the point where the team starts scratching their heads, searching the web, and trying to come up with different ideas for how to solve this particular problem. It is important to say though, that when they do provide a solution outside of their expertise, for the most part, these are not easily accepted. Why? Again, because people are generally don’t accept what they don’t believe in, what they don’t understand, and what they didn’t experience themselves.

Another point to make, it takes awful a lot of time to provide solutions that fall outside of our expertise. One might say: “Of course it takes more time, to do it, you have to learn something new and, ultimately, expand your experience!” And it is not going to be wrong. Nevertheless, there is another reason – psychological inertia. We are naturally seeking solutions within our experience.

Same as in the previous part, unless there is an outside force that will push us, it is hard to look outside of our own experience. Without such force, the only team’s chance is a lot of trial and error and some luck.

Difficulty in search for solutions outside of our own experience is caused by psychological inertia.

The comfort zone

In order to get out there and start digging into the unknown, we need to leave our comfort zone. It is easier said than done. There is a reason why the comfort zone is called the comfort zone. It is comfortable to stay there, easier to operate, it does not require any additional effort to be in the comfort zone. That’s understandable. To get out of it, we have to learn something new, try things we never did before; we need to invest in real work to do so. But we, as humans, are pretty lazy, aren’t we?

An average person will always choose the path of least resistance. But there is a catch… the choice will be out all the options within the available knowledge of that person. There very well might be another, even easier path, which is simply not yet explored. However, to explore that path, one will have to get out of his comfort zone.

Difficulty to break out of our comfort zone to search for better solutions is caused by psychological inertia.

But humanity is always progressing!

I can probably endlessly continue with examples and what our psychological inertia causes. In general, it will all be the same, from a different angle. I do want to switch gears a bit.

Many people we presented our solution to told us: “But humanity is always progressing without any special tools!”. For that, I will answer: “That is simply not true!”. And here is why.

Certainly, humanity IS progressing and IS innovating all the time. Some individuals did and doing it exceptionally well. Take Nikola Tesla as an example. His brain was probably exploding with ideas, he was virtually living outside of his comfort zone all the time. Let’s just say, he was not wired as most of us. Many other notable geniuses are/were thinking differently. They are geniuses for a reason!

An average human being also innovates. But here I want to ask how much effort and how long it takes. Countless examples of innovations that look trivial today, originally took many many years to be discovered and developed, even though the technology already existed (look up the history of a suitcase on wheels – it took over 10 years from the original version to the first accepted once that people actually used).

Regardless of how we innovate and generate ideas, in order to do it faster, we must use some sort of systematic approach. Whatever that approach is. Without that, all we have is the time waiting for revelation.

Any systematic approach to problem-solving helps to break out of psychological inertia.


Before I wrap up, I want to answer the second question in the title of this article: “What is wrong with us?”.

The simplest answer for that is: “Nothing!”. We are just being humans. This is how we are wired and how we think. Try reading more about psychological inertia, you’ll see that this phenomenon is not well understood, including the reasons for it. And to understand that is not the purpose of this article, it will not solve any problem for us as innovators. Breaking out of psychological inertia WILL solve a lot of problems!

Ironically, to break out of psychological inertia, we need to accept that we need help with it. And this, within itself, is bound by psychological inertia. The faster we accept this fact, the faster we can start improving our thinking and become more creative innovators.

Breaking out of pattern

Now, that we accepted our faith, let’s start changing it.

Several tools and methodologies exist for that. The simplest is a pen and paper or a whiteboard. Some more sophisticated include different charting tools, idea management tools, project management tools, and so on.

PRIZ Innovation Platform is the only SaaS tool specifically built for one purpose only; to help engineers break out of pattern – out of psychological inertia. At its core, it offers various problem-solving tools. And as a reminder, innovation is a solution for somebody’s problem.

For more information about this article visit there website:


Leveraging Influence and Association to Recruit Great Salespeople

While the known brands in your category take the lazy route and rely on their name recognition, you can do things that actually impact your audience.

If you’re a high-growth startup competing with big brands for sales talent, you have to think differently about how you market yourself to highly skilled candidates.

Here’s an easy influencer play that will allow you to tap into targeted candidate groups while building your brand credibility:

Have your Head of Sales host a series (podcast, webinar, whatever) where they interview the top SMEs in their space and jam on industry trends and topical issues.

Important: DO NOT TALK ABOUT YOUR COMPANY. This is about building brand through association and contribution to your industry. Detach from outcomes and you will see results.

Bottom line: Associating your company with influencers has the potential to take your startup from being largely unknown to being one of the most credible shops in your category.

Accept the fact that a) most startups more or less sound the same to the outside world, and b) it’s likely that nobody knows who in the hell you are.

If you don’t have brand cred in your space, you need to build it. This is one of the fastest ways.

The process is simple:

  1. Line up interviews with industry leaders.
  2. Record these conversations over Zoom. (You can even host them as private, invite-only webinars for your highest quality recruiting prospects.)
  3. Strip the audio for a podcast.
  4. Find 3+ video clips for the guest to share on their own social following the interview.
  5. Give this content to your recruiters to distribute via outbound messages.

Side note: Most influencers already have their own podcasts. And most cross-post interviews that they’re on. They have a larger audience than you. This is a major win.

None of this is rocket science. And it’s certainly not a new idea.

The execution is easy. The hard part is making this a priority.

There’s so much talk about building your employer brand. And most ideas are overly complicated, time-consuming, and ineffective.

This is the opposite. This is leveraging what already exists—with little to no budget.

BTW, you can replicate this model across marketing, engineering, and any other high-priority functions.

The 2.0 version: Turn your Head of Sales into an industry thought leader.

  • Give them their own newsletter, their own podcast, and their own creative resources (aka a freelance video editor) to turn content out at scale.
  • Put PR juice behind them to get them on influential podcasts in your space.
  • Get them owning your category on LinkedIn.

Function leaders as SMEs are recruiting gold. Do this well and your Sales leader will become your inbound recruiting engine.

While the known brands in your category take the lazy route and rely on their name recognition, you can do things that actually impact your audience.

Marketers — Stop the eye-rolling. I know you’ve been doing this kind of stuff for a while now. But as far as talent marketing goes, this is uncharted territory.

Special thanks to Nate Guggia for writing this article.

For more information related to this article you can visit:


10 Compelling Reasons Why You Need Sales Transformation Strategies To Achieve Business Objectives

Sales Transformation, in its most basic form, is ensuring that your salespeople have the greatest skills, tools, and sales infrastructure to support successful and profitable sales results in line to strategic objectives of the organization.

Sales transformation is a type of change management that involves reorganizing a sales organization by realigning how assets and people are utilized. We build on this with a business plan aimed at reorganizing a sales organization to increase revenue and profitability generation.

There are numerous publications available on how to carry out a sales transformation program, but the recommendations in these guides are frequently excessively broad. Sales transformation strategies must be tailored to each organization rather than relying on a shaky general strategy.

The most pressing need is for a sales force to shift from pushing products to cultivating customer loyalty… Starting with these ten tactics, you can make a nice profit while doing so:

  • Recognize the issues that your prospects and clients face in their businesses: Investigate and comprehend your clients’ most pressing issues, as well as the state of their industry, company, and major stakeholders. Plan how to persuade them that you can assist them by using anecdotes and use cases to demonstrate your worth.
  • Make the customer experience more pleasant: Align your resources with what clients care about the most. Make sure the responsibilities, reporting relationships, and metrics are all in order. Create a “willing to assist” culture. Make it simple for others to do business with you.
  • Train and coach for abilities that fulfill the needs of customers and foster loyalty: From top to bottom, evaluate the talents required. Then work on developing the skills that are lacking and reinforcing the ones that are currently in place. To ensure that these skills are honed, coach at the moment.
  • Changes to your CRM solution should be made: The race is won by going slowly and steadily. The most important issue we have observed with CRM installations is that the demand for input from sales teams is so high that it becomes a liability for the sales team rather than an asset. Reduce the amount of data you need in the system and always ask yourself, “Is what we’re asking for helping or hindering our salespeople’s quest for revenue?” You want them to be engaged and a part of the process, not an afterthought, if you want a solid commitment.
  • Compensation should be designed to encourage behaviours that support your company’s objectives: Everyone in the sales organization must focus on achieving well-defined business goals and growth targets to increase productivity and control costs. People should be paid in a way that encourages them to achieve certain objectives, such as expanding into new markets, gaining new clients, cross-selling to existing customers, or increasing the profitability of each deal through higher pricing.
  • Equip the back office so that salespeople may devote their time to selling: Many solution providers have a secret weapon: the back office, which may handle the majority of lead qualification, proposal generation, pricing approval, contract administration, and billing management, freeing up 20% to 30% of a salespeople’s unproductive time in the field.
  • A transformation strategy’s most important, and often overlooked, the driver is sales skill: Only 16 percent of sales leaders believe they have the talent they need to succeed in the future, indicating that talent is a practically universal concern for sales organizations. Who to hire, how to locate them, and how to develop and support them are all issues that sales companies are grappling with.
  • Bigger deals: Your sales force must have a thorough understanding of your company’s sales process to determine which leads should be nurtured and which should be ignored. This will allow them to focus on leads and possibilities that will increase the company’s worth and revenue. Furthermore, because it equips everyone with the capabilities to manage these high-value agreements, a well-engineered sales process can attract bigger and more important deals.
  • Time is of the essence: Salespeople waste a lot of time trying to close sales that are never going to happen. A good sales process will enable salespeople and management to spot a squandered opportunity early on. One of the most critical duties your sales staff can perform is prospect qualification, which involves determining whether a prospect is a suitable fit as a customer and whether they are worth your time and effort.
  • Increased conversion: Your conversion rate is determined by the design and engineering of your sales process. You can make the process more efficient and add tools to help your salespeople clinch more deals from your prospects and leads by thoroughly knowing it. A well-designed sales process will eliminate sales objections before they are raised by the customer and build trust, making the potential customer feel safe enough to make a transaction with you.


Growing multi-product and solutions businesses over time will not happen by tinkering with the sales model on the margins, but rather by holistically addressing complexity. Sales organizations must design simpler, more disciplined sales models that can be applied to several segments. The ten techniques outlined here will assist executives and sales leaders in achieving this goal, allowing them to produce profitable growth while taking advantage of shifting client expectations.

And if you are looking to establish a solid sales transformation with execution of these techniques in a very scientific way – please connect with ChalkWalk and engage for a customized transformation project that will deliver growth and meet your long term strategic objectives.

For more information related to this article you can visit: https://chalkwalkconsulting.com/


Every year, the number of people using personal clouds grows, and this trend isn’t set to stop. It was anticipated in 2012 that by 2014, the change from offline PC work to primarily on-cloud work would be complete. And it’s already taking place. We no longer send a large number of images by email, and we no longer carry documents on USB flash drives. The cloud has evolved into a place where everyone congregates and exchanges data. Furthermore, it has evolved into a repository for data that is preserved indefinitely. We’re putting more and more faith in the cloud. Even our bank documents, ID scans, and private business documents have found a new home on the cloud. But can you be certain that your data is safe, secure, and protected out there?

Actually, you won’t be able to do so for the time being. Data privacy regulation moves at a snail’s pace, unable to keep up with technological advancements. Take a look at how different countries and areas handle legal issues related to cloud data privacy. There are 

few universal principles or laws that could apply to any user and any cloud service, regardless of location or geographical limits. The current information privacy legislation consists of a plethora of declarations, plans, and roadmaps, the majority of which are not legally obligatory.

To help you deal with the issue of cloud privacy and the impact on cloud security especially in vulnerable times like the COVID-19 pandemic, here are five data privacy protection tips:

1. Avoid Storing Confidential Data in the Cloud

Many tips on the internet may sound  like not putting your data in the cloud. That’s true, but it will be best to rephrase it to avoid storing critical information on the cloud. So, if you have an option, keep your sensitive information out of the virtual world or employ proper alternatives.

2. Learn How Your Cloud Service Storage Works by Reading the User Agreement

If you’re unsure about which cloud storage to use or have any concerns about how that or another cloud service works, read the user agreement for the service you’re considering. It is undeniably difficult and tedious, but you must confront those massive amounts of text. The document that has usually received insufficient attention may contain critical information that you require. In most cases, hiring data engineers in maintaining effective data security is a great help as they are also knowledgeable in dealing with the user agreement in cloud service storage.

3. Take Passwords Seriously 

You’ve probably heard this warning a hundred times, but the majority of people ignore it. Did you know that 90% of all passwords can be cracked in less than a minute? Indeed, an easy-to-create-and-remember password is at the root of many of the tragic stories about accounts being hacked. Furthermore, using the same email password for many sites (e.g., your Facebook account, your cloud storage account) is a trap because all of your login credentials and forgotten passwords end up in your inbox. As a result, you only need to remember your “core” word and the password’s structure. You may reinforce it even more by adding a number before the service’s name, such as your birth date. You can come up with any other method of remembering your passwords that appeals to you, just be sure you won’t forget it and it will not be easy for anyone to hack.

4. Encrypt the Data

Encryption is the finest approach to safeguard your data so far. Encryption works like this in general: You have a file you wish to move to the cloud, you use special software to establish a password for that file, you move that password-protected file to the cloud, and no one who does not know the password will ever be able to read the content of the file. The simplest and most convenient method is to compress files and encrypt them with a password. Check the “Protect with a password” option when generating the archive, enter in the password, and then move it to the cloud. If you wish to share it with someone, simply tell them the password.

5. Make Use of a Cloud Service That is Encrypted

Some cloud services, in addition to storage and backup, offer local encryption and decryption of your files. It means that the service will encrypt your files on your computer and save them in the cloud securely.  As a result, there’s a better possibility that no one will have access to your files this time, including service providers and server administrators or the so-called “zero-knowledge” privacy. Software marketers like Spideroak and Wuala are two such services. Spideroak offers a free 2GB storage space with full backup, sync, share, access, and storage features. If you need more space, you’ll have to switch to the Plus Plan for $10 per month. Wuala offers 5GB of storage for both free and premium accounts, with prices varying based on how much capacity you require.

Consider how valuable your information is to you and to what extent it is fair to secure it while deciding on the best strategy to protect it. As a result, the first step is to determine the level of privacy you require, as well as the level of protection you require. Even a two-step verification requiring SMS with a code delivered to your cell phone may appear tedious if you don’t use the internet for work, however, most people who use email for delivering business data welcome this option. Although not everyone is willing to pay for data storage, if you use cloud storage for corporate data, you’ll find the cost of safe and secure data storage to be fair. So find a fine balance between the required level of security and the time, effort, and money spent on it.

Special thanks to SOPHIA YOUNG CONTENT STUDIO and Nightfall

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Constant team or varied partners?  What works best in sales engineering?

I’ve worked in both situations.  Sometimes as an SE I worked exclusively, or close to exclusively with one salesperson (AE).  I’ve also worked with different AEs depending on industry or geography.  I’ve liked both. 

I struggled with the 1:1 only because I just didn’t connect with the AE’s style.  But even then, over time we learned to work well and efficiently together. 

I was an SE in the software industry.  I watched my husband work in a 1:1 team arrangement in the medical diagnostic equipment industry.  He was the AE.  He worked with one SE.  They were a strong team who were friendly as well as efficient.  For them, it seemed to work perfectly.

I didn’t like working with different AEs all the time.  Didn’t hate it but it was hard to establish an efficient cadence.

So what are the pros and cons?

You get to know each other and develop shortcuts
More deals to work
Especially important in areas like Canada with less ability to segment market due to population
Working with different people should naturally bring new & approaches that could be lost in getting used to doing things the same way.
Need for rapport
Always important. But with 1:1 more critical.

What do you think? tell us in comments below.

Special Thanks to Aileen McNabb for writing this article, for more information related to this article you can visit her website: https://mustangppd.com/

Top 5 Advantages of Outsourcing B2B Sales Teams

Whether they’re small or big companies, businesses of all sizes experience a common issue when expanding and covering different territories: having enough salespeople. This issue may curb your business’ potential and affect your growth. A precipitated expansion can be a threat to your business. Putting aside your sales team’s essential role just to focus on exploring new territories will certainly impact your sales.

That’s when outsourcing sales services can become a crucial solution for a hassle-free business expansion. Outsourced teams can develop and test whole new sales strategies and different ways to approach new markets, without shifting your business focus and net profits. Furthermore, as outsourcing helps you save money, you have more room for testing and improving processes.

Outsourced sales teams already have the essential skills and knowledge to handle new perspectives and horizons rapidly.

Time And Money Saving


Increasing sales and having lower expenses is the main goal for every business. This is one of the main reasons why companies choose to outsource their sales services. Some of the areas in your business where outsourcing can help you cut costs include hiring and training salespeople and office locations.

Hiring takes time, the process is tedious, and there is one more salary to pay at the end of the day. Outsourcing your sales team is practical and easy since SDR teams are already formed and can guarantee results from day zero. Moreover, you can focus on improving the products or services your company offers rather than wasting valuable time on hiring processes.

Provides Your Business With The Right Tools


To achieve your business goals, you need more than talented sales reps. You also need to provide them with the right tools to analyze and manage data. These days, there’s plenty of marketing tools for different targets. A big challenge is choosing the most suitable one for your business’ needs. Moreover, mastering those tools may take a long time, and time is invaluable.

Outsourcing provides your business with a professional sales team who knows how to master the market’s best CRM tools. And as these companies usually pay for those marketing tools, you have a cost-effective option to enhance your business with the latest technologies.

Holistic Approach That Avoids Operating In Silos


Silo working happens when different departments within a company don’t share information or communicate with other colleagues effectively. This represents a major drawback for your business goals, and the big problem is that it’s a common practice in several companies.

On the other hand, Outsourcing breaks the silo structure by providing companies with sales teams that have a holistic approach. They promote communication across departments like marketing and sales who often work in silo structures in most companies, and as a consequence, they help improve the overall sales process.

B2B Sales Outsourcing companies offer integrated sales and marketing teams, which is a great alternative to the traditional isolated department structure. Your business won’t have to deal with expensive training to staff marketing and sales areas individually. This definitely breaks the obstructive silo culture, thus, in a cost-effective way for your business.

Outsourced teams are also trained to accomplish narrower deadlines, which is usually a setback for in-house teams due to the silo culture.

Improve Performance Of In-House Teams


Another advantage of outsourcing sales for your business is that you can improve your in-house sales reps’ performance by working alongside external teams. The expertise and efficiency that outsourced teams have can provide your employees with new perspectives or fresh ideas.

You may be wasting your account executives’ (AEs) potential by relying on them in the prospecting routine, like cold calling and emailing. You need account executives’ valuable expertise to focus on closing deals and working with customers. This is the reason why hiring outsourced sales development reps (SDRs), who focus on handling prospecting tasks, is a smart strategy for any business.

This is a significant benefit for your company to scale sales and get high-quality training while encouraging in-house teams to think outside the box. Outsourced teams can help you improve your company’s practices thanks to their experience across several industries, thus, you will get a focused workforce maximizing your ROI.

The B2B Sales Outsourcing Service Your Business Needs

If you’ve decided to give B2B sales outsourcing a shot, you first need to identify pain points and gaps within your sales processes. By detecting the opportunities for improvement, you will have the ability to find the right outsourcing partner.

You will discover outsourcing is the perfect way to cut costs without losing brand authority and consistency efficiently. Moreover, you will leverage your business sales even in uncertain times, which is a significant advantage these days.

For more information regarding this article you can can visit Agile B2B Sales website.

Is Atlassian Cloud HIPAA Compliant?

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