EPISODE 322: HPE Sales Leader Joe Ayers Details His Think, Plan and Execute Sales Philosophy

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[EDITOR’S NOTE: This is a replay of the Sales Game Changers LIVE Webinar sponsored by the Institute for Excellence in Sales and hosted by Fred Diamond on January 27, 2021. It featured HPE Sales Leader Joe Ayers.]

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JOE’S TIP TO EMERGING SALES LEADERS: “I hope ‘think, plan, execute’ resonates. For success selling to the Public Sector market, focus on the technical, the sales training and the understanding of the government since you will need all three. I am always learning about new government initiatives, new acronyms that pop up all the time and then technically it’s always changing. The whole machine learning piece has really accelerated my learning. And on the sales training, I always wonder about the perfect questions and things to do.”

Fred Diamond: Joe, let’s get started. How are things going at HP? Again, you just recently had a job switch, you were known as the public sector guy for HPE for a number of years, now you’ve moved on to the corporate side. First of all, congratulations for all your success running public sector at HPE for such a long time. You’re taking on some new challenges, why don’t you tell us about that?

Joe Ayers: For me, it was just announced here at Hewlett Packard Enterprise that I will be leaving our public business and we’re looking to backfill right now, we’re looking at some great candidates both internally and externally so hopefully we’ll have a new leader announced next week. For me, I’m going to lead what we call our East Enterprise Group, basically all our corporate businesses from Maine to Florida and those states in between. I’m excited about it, it’s a new opportunity for me, I’ve been working in the public sector either both for government and on the IT side for the last 30 years so I’m excited about a new opportunity and the new challenges.

Fred Diamond: Let’s get right to it. Again, we’re doing this interview today, believe it or not, it’s February 2021. The pandemic has been going on for almost 11 months now. Joe, that’s just crazy as it is just to even say that but tell us a little bit about how things have been going over the last couple of months, how things have evolved and some of the things that you’re focusing on.

Joe Ayers: Our primary focus in a new COVID world is certainly the safety of our folks. It’s a new world, how do we operate and be safe and at the same time balance and try to remain profitable as a company and viable out there in the marketplace? All that’s going on well, there’s a new movement afoot with some new competitors and new cloud players. We here at HP think we’re well-positioned in that the world will be hybrid and we think we’re in a good spot to help our customers both do on-site IT work and help those folks that want to work with some of the cloud providers.

Fred Diamond: Again, you’ve taken over the new role. What are your priorities right now as a sales leader? What are you doing and what are you directing your team to be doing with their people and your customers?

Joe Ayers: Again, back to that initial thought, our primary objective for us is our people. We want to take care of our folks, we want to operate safely, a lot of people are dealing with certain challenges at home and I think we all want to be empathetic to the situation that’s going on. Besides that, in the business realm certainly our primary objective remains profitable growth and finding creative ways to lead with our differentiation where we think we can be successful both as a company financially but also to help our customers. We think we have some differentiating areas where we do really well here at HP.

Fred Diamond: I want to talk about that for a second. Again, you mentioned you’re always looking for great people, what would it take for someone to be a great sales professional at a company like HPE specifically? A large company, large history, been through a number of iterations over the years but one of the early stars of the tech world, of course, great history. What do you think would take for someone to be a great sales professional at a company like yours?

Joe Ayers: We look for great people first, we believe that if we hire great talent to begin with that we can help you learn technology, we can help you learn about the government, we can teach you about customers, we can work with you on selling but we probably can’t teach you to be a great person. For me, it’s intelligence, ability to learn, energy, have a burning desire to get up in the morning and do well, it’s proven performance at whatever you did prior and it’s character, we want great people on our team. After that, if you have selling experience, you understand the channel, you’ve worked with a customer, you know how they’re organized, all those things are plusses that we look for. We think we have a good model of first identifying talent and helping us recruit it, develop it and retain it.

Fred Diamond: Joe, I want to follow up on something you just said. You talked about great people and this has been a challenging time for so many people – we have a number of questions coming in here as it relates to COVID, which we’ll talk about – but let’s talk about being a good person right now. The word that we’ve been using a lot, of course, is empathy. We’ve been through a lot of challenging times, you talked about that as we were preparing for today’s interview. I’d like to get your thoughts on that, prior to the pandemic with the Sales Game Changers podcast it was very common to say, “You need to be an empathetic sales professional, empathy is table stakes.” Things have gotten really hard over the last 9-10 months, talk a little bit from your perspective as a top sales leader, what does empathy mean and how should people be thinking about it? Again, the pandemic is not over, it’s going to continue, luckily we have vaccines and hopefully people are getting smarter about how to interact with each other. Talk a little bit about what empathy means and what it means to be a caring sales professional right now.

Joe Ayers: I can surely give you my perspective. I think it starts with listening and listening to others, attempting to see the world through other’s eyes. I know we as a nation have gone through a tough year, I think we as a company personally learned a lot as we went through the whole Black Lives Matter movement, had a lot of discussions with some of our African-American folks that are on our team. I was blessed that a lot of folks shared brutal truth and honesty about some of the frustrations and some of the challenges that they experienced over their entire lives. We encourage people to talk and to learn from others. We had a Women in IT event about a year and a half ago in Tyson’s and it was great, I remember one of the young ladies that were engineers said, “Is it okay for me to have my second kid?” I was blown away where it’s something you wouldn’t even necessarily think about and it was interesting how the ladies on our panel were like, “Hell yeah, go for it.” We all have to make tough decisions so I think it started for us learning through the eyes of some of our female employees and then because of some of the new dialogue in the nation with the Black Lives Matter movement, I think that helped us grow as an organization. I think it made us all better, it made us appreciate different perspectives to appreciate all of the folks that we have on our team and then also see the world from our customer’s eyes. If you go even further into some of the debates whether you’re on the left or the right and some of the discussions we have as a nation, I think what we push is, “We have democratic customers, we have republican customers and we love them all.” I think what we’d love to have is a world where you could share your ideas and your thoughts and not be necessarily ridiculed for them wherever you are. We’ve tried to have an open dialogue here at HP and I think we’ve been blessed with our culture that starts with our CEO, Antonio Neri on down.

Fred Diamond: Joe, I just want to make one quick comment here. At the Institute for Excellence in Sales we run a Women in Sales program called the Women in Sales Leadership Forum. Every Tuesday, Gina Stracuzzi, who runs our Women in Sales Leadership Forum has a show and those sentiments that you just mentioned are fantastic and those are sentiments that come up all the time. I want to follow up on something you just said. Again, the country is where it is, we have people listening around the globe, I see people coming in here from the UK, I know we have some people who are logging in in the middle of the night in Australia – thank you, you know who you guys are – of course, a lot of people here in the DC area and in the United States. You talked about some people were democratic, some people were republican, whatever it might be. How do you coach a sales professional to be when they know that the customer is on such an opposite fence as them? You can see how people post sometimes on Facebook and we deal with professional people in the business world every day but some people are taking stands. Talk a little bit about how you coach a sales professional to be, knowing that the customer who is critical to you and your success is on a completely opposite fence that you may have some issues with. I’m curious about your thoughts on that.

Joe Ayers: Satya, the CEO of Microsoft did an opinion piece in the Wall Street Journal and Satya talked about, “We’re going to actively support our democratically elected officials” and I thought that was a great policy. We had shared that internally, I have discussed it with our CEO, our head of HR and I just thought it was the right policy. We’re fortunate we live in a democratically elected office and if we don’t like the officials, we get to change them. Every couple years we get to vote some new folks in if we don’t like who we have and those folks that we let in, they may have their comments and their concerns but I think for us on the IT side, we’re going to actively support those folks that are in our government trying to make our government better. If we as a people want to change it out, then we should change what we want to do and bring in some new folks. I think we start from that perspective of the folks voted, like in this case we have a new president, we’re going to actively support President Biden and his team and his staff and help them do the initiatives that they’re doing. I think we all have the maturity of knowing the pendulum is going to swing, it’s going to swing left and then it’s going to swing back to the right and then it’s going to swing left again and things are going to change. I think we try to have the mindset of we want to actively support our government, do as best as we can. I think most folks that are working in government, they get up every day, they try to do a good job and what do they want from us? They want help.

To go a little further in the IT, I think for a lot of us in IT that understand it, I think we live in a world where AI and machine learning now, if you’re on the left side you may get more progressive ideas from your Facebook or your Google, your Twitter. If you’re on the right side, you may get more conservative things that not only tell you and affirm that your beliefs are right, but maybe to go further to say the other side is completely wrong. Maybe even morally wrong, which I get sad of because it creates an environment where we’re not talking and I think when we get to know whether you’re the left or the right and you talk to the other side, you realize most people want the country to do well. They want to take care of their family, they want to have jobs, they want the schools to work well, I think most things we agree upon.

Fred Diamond: Joe, we have a lot of great questions coming in, we’ve got a question here from Tracy and I’m going to modify this question a little bit. “Do you believe that COVID has leveled the playing field in regard to touch points and communications with customers? How should sales professionals be optimizing these digital impressions?” That’s a great question. A lot of people who’ve sold to public sector and other markets, your new world of corporate accounts, a lot of it’s been relationship, face to face, you build those relationships, you get deep into the account. Now you can’t go to places, what are your recommendations for sales professionals digitally? How should they behave digitally? How are you instructing them? How are you guiding them to be a digital sales professional today?

Joe Ayers: I think it starts with the fact that the cheese has moved, we live in a new world and you can’t seal on a customer. A few of our customers see us on a limited basis and we’re all trying to be safe and we do it here at our company on a voluntary basis and do the best we can to maintain safety. At the same time, we are living in a world where there’s a lot of Zoom calls, Webex or whatever tool that it is you use to work with your customers. I think what we’re pushing with sales is use the tools that you have and make the most of it. In our case, a lot of it is partners, some are both our channel partners and some of our larger systems integrator partners. We’ve had great success with those partners and we do our best to stay in touch with customers but for those sales folks, those sales professionals that are building new relationships, it is difficult. It’s difficult and I think for all of us, we’re using the tools – the telephone, the email, the Zoom calls, we’ve done executive briefing with Zoom type calls as best we can – we’re trying to make the most of it but I admit, Fred, it’s a new world. It’s a challenge for sure.

Fred Diamond: We have a question here that comes in from Paul. Joe, the question is, “What is your suggestion for helping new partners hasten the relationship with HPE right now?” First of all, I want to thank Robert Strelser from your team whose been a good friend of the Institute, he’s supported our Award Event year and year over, he’s also invited a lot of people to watch today’s webinar and listen to the podcast. I know there’s a lot of companies that are new, HPE has always been known as a very partner-friendly company for decades if not scores, if you will. New world right now like you just mentioned, what would be your suggestions for helping some of the new partners hasten the relationship and get to a point somewhere in the future where they want to get to faster?

Joe Ayers: I think it starts with culturally, we are a partner-centric company and we lead and go to market almost all the time with partners, or at least the majority of the time with our partners. For those partners, my suggestion would be make sure you identify early with us what your areas of expertise and/or differentiation are. Is it a particular region or maybe you have overseas contingent that really give you something special? Maybe you’re really good in a particular line of our business, you’re really good at storage, networking or some of the compute solutions, or really outstanding with the high performance systems. That helps us to really focus in on, “Where do you want to go as a company? Where can we help you be successful?” I think that really reduces the time to market for us to be successful. What we want and what I was educated long ago with one of our key partners is my job in my team is to get out and make sure we get the brand awareness for Hewlett Packard Enterprise. Where do we have differentiation? Where can we win in the market? Where can we help our customers? Then work closely with our partners to complete that sale and help our customers.

Fred Diamond: For the new partners out there, the Institute for Excellence in Sales is a member-based organization. You can go to your handouts tab there on GoToWebinar, you can find the membership brochure for the Institute for Excellence in Sales, we’d love to have you. We have a question here that comes in from Matt and Matt is in upstate New Jersey – never heard someone say upstate New Jersey. Matt says, “Joe, what does it take to be elite right now?” Again, it’s an interesting question, how do you be an elite sales professional right now at this time? You’re looking for elite professionals to join your team, you’ve been an elite sales leader for decades right now. Today what are some of the things that the elite sales professionals are doing?

Joe Ayers: I don’t know if it’s changed because of the COVID piece. Certainly the tools have changed but as I look at the many sales folks that work with us and we work with, I think that those key folks that have a differentiated performance and that have done better, a good performer will show up and does a good job, responds to RFPs and helps the customer and works closely with them. That A-performer, the one that’s doing exceptional performance, he helps the customer through white papers, RFIs, through educational training. He can lead with some of the differentiation either the partner has or we may have here at Hewlett Packard Enterprise to put ourselves in a better position to maybe educate the customer around our areas of differentiation. If we’re lucky, maybe that customer will agree with us and think that those areas are worth putting in their RFP and might possibly give us additional value for whether it’s different computational task on the performance things we can do or some of the security years where we add a lot of value or even some of our wildest networking solutions that we think have a clear advantage in the market. As I look at it, it’s those folks that think, plan and then they execute and those are the folks that I’ve seen do really well.

Fred Diamond: Joe, I want to go back to something you said before. You mentioned in one of your answers before that you need to be a great listener and again, we’ve done over 320 episodes of the Sales Game Changers podcast and listening comes up all the time. I’m just curious, I always ask this question when someone says you need to be a better listener. Give us a listening tip, what’s something that you would recommend? We have sales professionals here who are senior, mid-level, junior, we have some people here who I know are more techy and are having to do sales for their companies. Give us your bit of advice on how you can become a better listener.

Joe Ayers: It starts with a genuine caring, that you care about the individual you’re talking to and you care about their organization, their agency, their company and you care about their success. I think if you can convey that and get that across, that most importantly you care about them and their success or whatever initiative they’re working on, then you can convey that you care that you want success for the overall program. I think that really resonates with people. If you can build that sense of trust, you hope that people will tell you the truth and tell you really when they’re having a tough time. If you’re smart enough to listen and take notes, you’ll help them solve that problem.

Fred Diamond: We’re all wondering what from the last 9-10 months are going to continue into the future, whenever the future is – and the future is now, but anyways – I’m just curious, what’s been a positive surprise that’s come out for you in the course of the last 11 months? Obviously we didn’t foresee prior to March 15th of last year, but maybe something that you’ve instantiated or something that has resulted from the last 9-10 months that you feel has been very positive.

Joe Ayers: I’d break it into three groups. One, as I mentioned earlier, I think the last 10 months the people piece in all of us is becoming better, listening to one another, understanding other’s perspectives, I think it’s made us all better. We all talk around diversity and some thoughts around that but until you actively listen and hear other people and feel their pain and understand their perspective, I think that’s big.

#2, I’ve seen an explosion of growth when it comes to these AI and machine learning, we  all talk about them but some of our customers have experience. When we work with some of our partners that have different accelerators on some of our computing systems, some of these solutions are now 70 times faster. This is not a couple percent faster, you’re talking significant leaps in performance with some of our key partners and we do work with Intel, we work with AMD, we work with NVidia and they all have great solutions and differentiation there. I think that whole performance leap that we have seen is now opening up a world where those things you used to think were sci-fi are now possible. We’ve seen some really creative solutions and we’ve done everything from weather analysis to healthcare to radar systems, you name it. We get involved with some tasks that I think the computing systems is really helping our customer solve problems.

The last one is security. Everything around security is only accelerating and I think some of these nation states that continue to attack normally the United States but are great companies here in America, I think we as a group have to really help lock down the United States and our great companies, protect us and protect our IP.

Fred Diamond: Joe, I have a question for you and I ask this a lot when we have someone who’s spent a lot of time focusing on public sector sales and servicing the public sector marketplace. Again, you’ve devoted the last almost three decades of your career in the tech space into servicing public sector customers. Of course now you’re moving onto corporate, we have a lot of listeners who are all over the world who may not understand the function of government. You talked about it a little bit but why have you devoted your career to the public sector space to date? Again, you just moved into a new role but what was it about public sector that led you to that marketplace?

Joe Ayers: You’re talking to a kid that grew up in Massachusetts, I didn’t know anything about the military and I was fortunate enough to go to West Point, I was fortunate enough to serve in the army, I was fortunate enough to lead soldiers. I must say that I was truly blessed to get to do that, I was honored, I learned a ton and it’s been a joy both at Dell and here at HP. It’s been a joy to give back and help out, I think for all of us, we want to be successful and take care of our families and make money. At the same time, I think it’s incumbent on all of us to make our nation better and for my little part that we do with our team and helping customers solve problems, I feel great that we get to help our customers to do their jobs better. If it helps protect the nation a little better or the DOD folks and some of our security folks, great. If it helps some of the other folks in the civilian agencies do good or even our state and local businesses for what their missions are and what they’re up to or even colleges and K12s, that’s great too. It may sound a little corny, but I’ve been very fortunate and I’ve been real blessed. Yes, we love to win in a competitive environment out here in the marketplace but at the same time, I think my team, we feel really good about not only our wins but that we’re making things better. I think we’re happy about that.

Fred Diamond: Joe, we have a couple questions coming in here. First of all, thanks again for your service, a number of people are chiming in here saying, “Thank you for your service, Joe.” A couple people are chiming in saying that they also have a spouse, son or partner who went to West Point as well and serve, so thank you all the people who are acknowledging that as well. That’s Gina, we got Rick, we got Tony, thank you all and Joe, thank you. A question here comes in from Markie and Markie is in the DC area. Markie says, “Joe, what are sales reps doing wrong?” That’s an interesting question right now. I’m curious on your thoughts, you’ve seen great salespeople in your career, you’ve seen salespeople who need to perform better. What are sales reps doing wrong today that they would need to correct if you were guiding sales reps?

Joe Ayers: I think too often they fail those first two steps that I said. I said think, plan and execute, I think too often they don’t do the thinking and the planning. They don’t think it through, they haven’t put together a good plan. We try to work with some of our folks that are either early career or even learning and make adjustments to that, but I think if you’re going to ask for the customer’s time, hopefully you’ve thought through it and come prepared to try to offer them some unique ideas, some unique solutions, you understand their environment, you’ve taken the time to work with some of your folks on your team that come from government or partners that come from government that can explain what they’re trying to solve. You’ve thought it through and you come with some meaningful suggestion. I think that too often people fail on those first two.

Fred Diamond: Joe, how have you changed as a sales leader? Let’s get a little introspective here. Again, the world changed for everybody, you’ve had to respond, we’ve been through turmoil in the country, pandemic, financially, socially, how have you changed? How have you seen yourself evolve or grow in the last 9-10 months?

Joe Ayers: The last 9-10 months specifically it’s certainly a little bit more focused on the safety that we talked about and some of the new perspectives just for all of us to grow personally and professionally. The other thing is I continue after 30 years of management to learn and how important it is on the people front, to make sure that we recruit, we hire, we train, develop, maintain the best talent we can possibly get. As any organization, you’re only as good as your people. We spend a lot of time on that and focus a lot on our people normally trying to make the right decision on the front end for both that person and us, but once they’re here, to spend time in their development to help them to be the best that they can be. I’d say we’ve spent a lot of time in the last year continuing to focus on that piece.

Fred Diamond: Joe, we’re going to ask two more questions and then I’m going to ask you for your final action step for the sales leaders listening today. It’s an interesting question that comes in from Nicole, “When you meet someone new, what are some of the most productive questions to ask to begin to establish rapport and discover their needs? I’m always curious what works for successful people.” That’s an interesting question, this question we haven’t really asked before but I’m just curious. You’ve met thousands of people in your career, obviously you’re the top of your game at Hewlett Packard Enterprise. What’s a question or two that you may want to recommend to people to start to get their relationships going?

Joe Ayers: On any initial discussion, I find it helpful for me first to ask them how they’re doing and to see how they’re doing especially in today’s environment. “How are you doing?” and honestly look for a good answer, are they healthy? Is their family okay? Are they dealing with any challenges? Because if they are, that’s the most important thing on their mind right now is making sure that their family is safe and they’re okay. After that, hopefully you’ve done that homework so we would go in with an understanding of that environment and we would maybe say, “Hey, Fred. We’ve looked at some of the things you do, we’ve looked at your prioritization list and what was really interesting was the fifth one here that you’re really working around security. Could you go a little further into that and give us some thoughts around that?” And we would want to focus that discussion around an initiative that that CIO or agency leader is trying to do, and then maybe on an area that we could add some value. That might help focus the discussion but again, you’ll be fortunate if you’ve built the rapport and hopefully make sure that they’re doing okay and then after that it’s, “Can we get the person to speak? Can we listen to what they’re working on?” I think to start it would be nice to at least admit that you’ve done some homework, you understand what he or she is trying to do, you’ve reported back to them that you told them what they’re trying to do so they’re like, “Okay, this guy has at least done some homework” and now they may actually give you the gift of feedback and maybe there’s a place where you can help.

Fred Diamond: We’ve got a nice message here from Derek and Derek says, “I concur, Joe always asks, ‘How are you doing? How’s your family?'” and my recommendation for people to develop those relationships is let the other person talk. It goes back to your comment before about listening and showing that you care. We always like to tell people, “If you’re engaging with a customer and they do 95% of the talking, that’s a great sales call. It’s not about you, it’s about them, it’s about how you can help solve their needs.” Joe, I’ve got one last question here before I ask you for your final action step. I want to thank you for being on today’s Sales Game Changers podcast, I want to thank Robert Strelser and your assistant, Chris, for getting you on the show. We’ve been looking to talk to you for a while and you’ve definitely come through with some great ideas. Best of luck on your new opportunity.

Before I ask you for your final action step, how are you coaching your people right now? Again, you’ve given us great ideas but you’ve got junior people, you’ve got leaders, you’ve got peers. Let’s address all three, how are you coaching your peers right now? How are you coaching the senior people who may not be in leadership roles and how are you coaching junior?

Joe Ayers: Those are all different groups. We have many training areas that we work with so it’s a great question. Here for our North American business, since you brought it up, I’m actually going to teach all of our key directors. We’re going to go through a leadership training on developing our next VP, general managers as they come along because we have a lot of great talent in those director ranks that are ready for that move. It is a big leap, that leap to go from director to vice president for most companies is a significant move and there certainly are some ideas that we’re sharing that people should think about. Now as we go down the line, for some of our key leaders that we have in our group we continue to focus on that profitable growth. We teach and train them and treat them as general managers, let them make decisions, let them make mistakes, try to create a culture where they’ll be honest and trustworthy, they’ll actually admit when they made a mistake on something.

We will encourage that, we don’t want them to do the same mistake twice but we certainly want to admit where there’s areas we can improve. If they’re fortunate enough that people tell the truth, we’ll be able to identify areas that we can get better. Then for some of our other folks it’s a mix, we do lots of training, I’m blessed, we got a great engineering leader named Kathy Flanagan and Kathy helps us out with a lot of training. We do a lot of technical training, some of our client technologists, some of our CTOs in our team teach a lot of classes around the government. Some of them have government initiatives so we’re learning both technical, we learn around the government, some of the things they’re doing and then lastly, we do work on some of the sales training, some of the questions that you asked. What have some of our senior folks done? A lot of times we’ll try to pair up some early career folks with some senior salespeople to really facilitate that learning and I think we hit it from lots of different angles. Some folks would love to learn by reading a book, some want hands-on training, some are good to do a video, some like to have a dialogue so we offer all kinds and forms of training and encourage folks to be professionals and take advantage of what’s offered.

Fred Diamond: Joe, before I ask you for your final action step I want to thank you again. You may not know this but you’ve impacted thousands of sales professionals, maybe even tens of thousands in your career. When we announced that Joe Ayers was going to be on today’s show, the response was great coming in from LinkedIn and other places. I just want to acknowledge you for how you’ve led teams and how you’ve also helped thousands of customers in our public sector markets and now moving into commercial and corporate achieve their goals. Implement technology solutions that are helping them serve the customer and serve the country and all of our constituency. Thank you so much for all your service and the great work that you’ve done to make that happen. Give us your final action step, something people should do today, right now after watching this webinar or listening to the Sales Game Changers podcast to take their sales career to the next level.

Joe Ayers: First, thank you and thanks for the kind words. It’s been a pleasure, I’ve thoroughly enjoyed supporting the public customers both as a military officer and now on the IT side of things for the last 20 something years. I have enjoyed it and for all of us that have given back and helped out a little bit to help our government, awesome, I feel good about that.

For that final advice, for those managers that are out there my advice would be if you’re in management, really spend a lot of time to think around that people piece, really spend a lot of time, be the professional, understand it, understand the folks that are on your team, understand what makes them tick and try to support them as best you can. For our sales folks out there that are listening on the sales track, I hope the advice around the ‘think, plan, execute’ piece really resonates and it will be technical, it will be the sales training and it will be the understanding of the government. You will need all three so embrace it and learn, none of us are great at all three, we’re all learning in the different areas. I myself am always learning around new government initiatives, new acronyms that pop up all the time and then technically it’s always changing. This last year on the whole machine learning piece has really accelerated my learning, I’m getting back into linear algebra and things that we’re doing. Then on the sales training to what Fred asked earlier, I always wonder around the perfect questions and things to do. I was blessed to learn from some great people that I work with in my career and watch them in action and I think a lot of it starts with showing up and caring and working hard to do your best with the customer and you’ll do well. Thank you, Fred.

Transcribed by Mariana Badillo

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