📖 Selling is storytelling
Josh walks us through his first closed deal at Funnel (and first deal as a sales pro)!
In the midst of learning two industries at once (property management & sales in general), Josh discovered the link that connects them all: telling a story.
Putting his new skills to the test, hear how he uniquely approached each step of the sales process.
Painting a clear picture and tap into the power of storytelling to close this one.
Guest Feature
Josh made the jump from coaching the Gonzaga Women's Soccer Team to professional selling.
Two very different worlds but common themes have made the transition smooth.
He is currently a Senior RVP of Sales at Funnel Leasing.
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Deal details
What are you selling?
- Multi-family housing property technology
Where did the prospect come from?
- An inbound lead
Company type
- Mid-market Multi-family property management company
Prospecting method
- LinkedIn connection request & personalization
Barriers to Overcome
- The initial buying window was far out. Momentum was at risk.
- The economic buyer only sat in on the last meeting. Had to cram 12 meetings of info into one compelling meeting.
Buyer types
- VP of Marketing
- VP of Technology
Deal length
- 4 month sales cycle
Episode Highlights
Note: timestamps correlate with the full conversation
Prospecting: Not an industry expert? Learn their story (8:34)
3 Tips for Account Executives
1. Dig deeper by answering a question with a question.
2. Never leave a meeting without the next meeting set.
3. Set clear objectives before every conversation, but be flexible.
Watch the full conversation
Full transcript
Taylor Dahlem
Welcome back to How I Deal, where we examine a single past close deal, how it played out that way, and provide hopefully some actionable sales tips from the of front lines right to your ears that you can use in your deals today. My name is Taylor Dahlem, full cycled account executive, turned content guy. And I'm joined, as always, by my co-host, Junior Lartey, the sales meme, master here at Pickle. June, \what's up, man?
Junior Lartey
Episode twenty sells meme Master I'd send ideas to you, you deliver the memes. So it's less of that and more of you. But if you look at my LinkedIn about section, it's pretty simple. It says sports to sales. Applying the field of sports to the discipline of sales. Something I'm super passionate about. And today we are going to tap into that. So I'm excited.
Taylor Dahlem
Yes, back to your roots, Junior. For those that have not joined us before, or maybe haven't listened in a while, a quick explainer for how the show works. Each conversation we chat through a past deal. We want to leave out all names, places, try to keep them anonymized or as much as possible and that way we can dive a lot deeper. From the first time a prospect will stumbled upon either via LinkedIn on a list, an inbound lead or anywhere else you might find some of these opportunities all the way to the closed one. The final signature and kicking off implementation.
Junior Lartey
Our guest today is Josh Patiño. This is a major throwback for me because I played soccer with Josh back at BYU. He is an all star. For the past like ten years he's been coaching the Gonzaga woman's soccer team and has recently made the jump to professional selling. So, like I said, a lot to be said about sports and sales. Josh, what do you do in your role today and what problems does funnel solve?
Josh Patiño
Yeah, Junior, first of all, great to be on with you. It's fun to have an old teammate and chat with you again. It's been way too long, but this is awesome. So now I am an RVP and I've been selling for about twenty one months. Made the jump from college coaching to prop tech sales. And funnel leasing is a renter management software for multifamily owners and operators. And the major problem we solved today is in the customer journey and the customer experience. Today the industry is so focused on the property, it's property centric and funnel is all about the renter being renter centric and customizing this experience to the renter.
Taylor Dahlem
Josh, in those contexts, what deal are you walking us through today?
Josh Patiño
Yeah, so today I want to actually walk through my very first deal. As I mentioned, I've only been doing this for twenty one months and it took me seven months to the day to close my first deal. And so that one sticks with me. It's close to home and I've learned the most through that.
Junior Lartey
What are some of the specs? We know you're selling into multifamily here. You keep saying prop tech, which I'm assuming is like property technology. It's renter centric. Anything more about the deal you want to talk about?
Josh Patiño
Yeah, so we go by unit count or properties that a property management company has. And so if you think about anywhere that you've rented and anybody listening, if you're renting today, that community is owned by a property management company. And they have several communities. Some are smaller, some are larger. In this case, this was a mid market deal, about one hundred and thirty thousand dollars. An arr ACV value. But then also an AR. And for me, I had spent a ton of time just trying to figure out the industry. I felt like I jumped into two industries, sales and then multifamily, and I knew nothing about either one. And so I really had to kind of identify who is the ICP and what is an ICP? What does that even stand for? So I really had to dig deep. But in this particular deal, the stakeholders that I worked very closely with were the VP of Marketing and the VP of Technology. And again, the best part about this deal is I had spent four months trying to get my feet wet, trying to outbound trying to prospect. I didn't walk into a pipeline, I didn't walk into jumping on deals and being part of a sales cycle at funnel. And so I just had to learn all of that. And in this deal is where it all became real for me. Everything that was theory and everything that everyone was telling me became real for me once I started with this deal.
Junior Lartey
I love that you say you're walking into two industries, right? The sales world, which is a beast of its own, and then the technology specifically for you, property management software, leasing software, which is totally different right from the soccer field. So we got to talk about this deal. It's your first. How did you find out about this company and what research did you conduct to ensure that this first deal you closed is as smooth as possible?
Josh Patiño
Yeah, so as I mentioned, I wasn't walking into any pipeline, so my BP of sales was trying to train me and I was looking to figure out how to outbound and how to outreach and how to prospect. And college coaches are not on LinkedIn, so this is like a big social media shift. And if you go back and look at my profile, hardly anything is posted before December two thousand and twenty, but I found that was a good medium to start. So I would go through and prospect management companies based on unit count or based on their asset class or owner type, and I got nothing. I really got nothing back being so early on. And by the grace of the sales gods, I got an inbound lead, which was incredible. It was the biggest blessing at the time. And I was questioning, am I just so bad at sales? How am I going to provide for my family? So that was like the olive branch, if you will, and kind of help me get going. So once they inbound, it was a VP of marketing. They had put some information on the inbound form about their technology stack, why they're reaching out, what are they most interested, and I responded as quick as I could just to get a meeting booked. In the meantime, I immediately went through LinkedIn to start researching the company. I immediately started going to their website. I looked at the individuals. I started creating a Google Doc with as much information as I could to just get to even know this company. Unfortunately, one of the biggest things about not having a pipeline is I could give one hundred and ten percent to this specific deal.
Junior Lartey
I'm going to come back to all this research chunks in just a second. But I think something that you said is really powerful, especially when there's alignment between sales and marketing. Because this inbound specifically filled out some information. It wasn't just, here's my name, here's my number, here's my email. But there's like aspects in this form that they have to fill that pertain to the leasing to the funnel product. So that alone gives you something to work off of. So today, if you're getting inbound leads and it's just a name, a number, and asking you to reach out, maybe work with your marketing team and try to figure out what information could have some appeal here to actually make the inbound process easier for the salesperson to reach out. But that aside, I love the research that you're doing here. You know, who has reached out, you know a few aspects about what they think may be appealing. So now you're going through the website and you're trying to find what here can I use to then I guess have a better experience in reaching out?
Josh Patiño
Yeah, that's exactly right. So not knowing the industry well enough, and now I can confidently say that no two property management companies operate the same. And so I had to learn what this particular property management company was doing and found out that they developed from the ground up. So they'll buy the dirt, they'll put the plans in place, they'll start building the first phase of communities, and then they continue to build on. What was great is that since I had so much time, I focused in on I dove into their mission and what is their culture, and they have a page for my company and it has all their people. And so I got to click around and look at and read their stories. And I found out that there was the mother that owns it and the principals are her children. And then it was so deep I found out about their relationships, that they have dogs. I went and found articles about them that they had been a part of before that spoke specifically about this company and how they're advancing. So I got to find these little tidbits that armed me with a little bit of credibility, at least I could speak a little bit to their business and this was all pre discovery, so I just put my little Google Doc together. The other research that I did was knowing that Funnel is a renter management software. I secretly shopped these communities and went through the experience myself. If I was renting out this community, what would that be like for me? And again, just gave me confidence as well as I'm talking to them that I know what their experience is like.
Taylor Dahlem
Josh. You mentioned secret shop or I'm sure there's other various terms throughout the industry and maybe others. But curious to somebody that's outside looking in here from the property management world. Is that a common tactic to go to an actual physical location and act as if you're interested in renting an apartment. Which hell. You might have been if they're nice enough. But at the same time. Is that normal or what does that look like in terms of time. Effort and energy?
Josh Patiño
Yeah, good question. I'm not sure if it is common. I think the time that places or can consume is a lot and I did a couple of things I would call communities and then just say, hey, I'm new to the industry, would love to know what is your role, what do you do? And there's one right around the corner from where I live. So I would just go over there and it didn't go anywhere as planned as I thought it would and they were very close off but just even on the website they have Contact US forms or you can interact with a chatbot. You get to interact with their website. Which is really today is everything that our consumers are looking at. It's on their phone or they're looking at apartments at night and so it's just no one's in the office they can't really call anywhere. It's going to be through a Contact US form or a chat bot or some sort of AI assistant. So that was a good way for me to just learn about the industry as well. But also when I reached out, when I get a call back from them or was it all strictly email, were they auto responders or was it personalized to me? So I got to learn a lot about their company and so later in the discovery when they told me they're paying, I could ask some deeper questions but I don't think it's common to do that just purely because of the time it takes.
Taylor Dahlem
I could see Junior hopping through trying to do some secret shopping at like a SAS company, just walking as like a janitor or something like that, just trying to figure this out. But I guess I'm curious too. You have this inbound lead come in, the grace of the sales gods. Ultimately there's some kind of message that has to happen or some kind of way to set that meeting. Curious, what was the specific or specific approach you take when it comes to those inbound leads? You're obviously doing a ton of research after they come in, but in that moment, how did you set the meeting? And then from there, obviously we can jump to the discovery.
Josh Patiño
Yeah, I try to keep it pretty quick. The speed to respond. I wanted to respond right away and transparently. I was really excited. Like I thought this could be the one and I didn't want it to get away and so I just sent an email. Thanks so much for your interest in funnel. It sounds like, or it looks like you're interested in an X product. In this case, I think it was CRM and then AI. And the next thing is I'm anxious to learn more about X company and can we have fifteen, twenty minutes later for a quick call this week and pretty quick. Just send that off. And unfortunately they responded right away. I think a big part of that was the speed to which I responded. And I think even today, if you can get a response back to them while they're still on the website or while you're still top of mind, number one, it's great customer experience for them and they can quickly schedule. So I think one thing I'm learning later, now that I've been doing this for a little bit, is that most folks are anxious to meet with you, especially if they request a demo form. They want to meet with you probably quicker than I'm able to meet with them right now. And so that was the response back. And then once he responded, I just sent over a few times and then as soon as he gave me a time, I booked it first on the calendar, sent an email back to him and then asked him, who else do we need to invite on the call? Or who else do you think would benefit from being on this call? Which was a good way to start maybe multi threading. And he did in fact bring over his VP of it. So starting with the VP of marketing and then we had both of them on the call.
Junior Lartey
Being quick to respond, that can be really powerful too, because when inbounds come in, you have no idea where they are in this buying cycle. That could be like towards the end of we're about to purchase this tool, but we're going to check with funnel just so we can check the other boxes and say we did do diligence. And if you're not fast to respond, maybe they talk themselves out of it. You just have no idea where they are. So being quick is really important. You've nailed down discovery. You said, sometimes I like the process of doing that. It's like you do it as fast as you can, get it on the calendar as fast as you can, and then you revert to who else can we bring to this? As compared to being like who else should we bring? And you're still fighting for time. So the way you did that, I'm going to start doing that because I don't do that today. But let's get the time first, then worry about the people. So now you've got discovery. What does it look like? You've mentioned Gap selling, so I'm really intrigued in trying to understand what you've learned in your discovery process.
Josh Patiño
So I just finished Gap selling and I was reading a ton of books. I finished challenger sale and Spin selling. At this time I was finishing Gap selling and really I just was trying to figure out in the discovery, my biggest objective is what is their gap? What is the gap between where they are today and where do they want to be? And my VP of sales, some good counsel he gave me, was always answer a question with a question so you can continue to dig layers deeper. And that was challenging for me. That was something that I personally had to get better at. And so in discovery we learned that their onsite teams, their leasing teams, weren't putting leads into their CRM until they were close to leasing or until they were sure to lease so it wouldn't affect their conversion numbers, which from a marketing perspective was like, we're spending all this money and it's not being tracked appropriately to bring leads in. Secondly, what I found out in discovery was one of the biggest pains is that they are a higher end multifamily property, so they have a class properties. Think of all the cool amenities that you have and having access to those things, so you pay a higher premium, your rent is a little bit higher, but you also need the staff to match that quality. And that was the gap they were trying to fill. And so that was kind of the overarching theme. Now they needed the tools in place to do that and that's where they were interested in funnel and where we could step in. So my discovery was also throughout the entire process, especially through the demo phase, there were things that came up later about their technology that they could consolidate their technology which gave greater value to our value proposition and why it was important for them. So discovery was a step by step process for me and because I just finished Gap selling, I put together a Lucid chart that had the different stages or phases of gap selling and just relistened to calls and filled this chart out so that it was very clear to me and I could tell the story back to them as well as paint the picture. This is what you're hoping to have. Here's how we can get there.
Junior Lartey
Man, I'm a huge gap selling fan as well. And just as you're talking, I pulled out my calculator. I also sold property management, so I have a little bit more insider knowledge here. But when you say a CRM is not hitting or a lead is not hitting the CRM until they want higher conversion rates, imagine a sales rep doing that with a deal, like putting no information and then all of a sudden boom. Like, hey, just so you know, I close this ten thousand dollars deal. I close this twelve thousand dollars deal. Well, you have someone who wants to rent and rent is like one eight hundred dollars. It's an annual contract, right? Twelve months. Well, that's twenty one thousand dollars that the company now doesn't know that they have or don't have because you're just like withholding that. And now imagine doing that across fifteen leads in a month. It can be hard. Like the forecasting can be crazy. I'm like finding the gap myself here because it's fun to talk about, really unique to understand, and it makes it easy to find and see. Like this is where you are, this is where you want to be and this is the huge chunk that is missing in the middle. And props to you building a lucidchart to find all those broken links.
Josh Patiño
Well, thanks. That's kind of a junior, I think. The other thing is it was exciting. It was exciting to put their gap and their pain down for me. And I'm a bit, being a coach and being a former player, I like to strategize and think through things. And once I put it down on paper, I could see it through a different lens. I could visualize this is their gaps. And the other thing I did is when I heard them say it and since I listened to calls a couple of times, I started to put their initials by it and I was like, this is what's really important to this stakeholder and this is what's really important to this stakeholder. And although they were different, it still was under the theme of how do we improve this customer experience. And for me it was very easy to pinpoint how we're going to drive this deal forward and where we need to focus on for the next phase, for the demo phase, and keep them interested and engaged. But when it was so clearly put down on paper and this is the gap, it was easier for me than to move forward.
Taylor Dahlem
Josh so you mentioned across maybe total there was about fourteen meetings, correct?
Josh Patiño
Yes.
Taylor Dahlem
And so probably a good half of those were discovery conversations. But as we are going to discuss here, a few of these are going to be demos and we're actually showing here's how we plan to solve this problem here's how we plan to how do we widen that gap and then become the solution to that, as we talked about? I imagine when you're reading Gap selling during this deal, it's probably interesting. You can probably tell what chapter you're on based on the types of conversations you're having and how you're improvising from that point. But when it comes to the demos, how did you keep it personalized and focused, but at the same time, how did you continue to widen that gap and really drill down on the impacts and then ultimately fill yourself in as the kind of that future state, as Kenan always talks about, that you can help them get to?
Josh Patiño
Right? So, first of all, we have ses that run the demos. And so we had a really experienced solutions engineer run the demo. So I would kick off the meeting and then hand off. And it was my job then to dig in when they ask questions. It's my job then to not necessarily give them the answer because we don't really know what they're asking for. The reason behind the ask, especially around technology, how do you want it to work and how do you do it today, and is that your preferred method and why and who does that impact? So it's my job to do that, and I didn't do a very good job at the beginning, and so we had to do a lot of demos. I think we did six or seven demos with them. The later we got probably demo three. I really started to understand it clicked for me that we needed to tailor very specifically the demo to, this is how we solve your pain, this is how we get you to this desired outcome, and these are the steps we need to take. So the first one or two demos was very high level overview of what our software can do for you, which in retrospect, we should have kind of done it the other way, where this is how we solve the problem initially, give them the good stuff first. Fortunately, they hung on and stayed with me for that while. But I remember asking them on a demo just about timeline, and so there was the initial discovery as well, and why then. But once it clicked for me and we started to get really engaged on their pain, what got them excited was the outcome, the desired outcome, and I realized I wasn't selling technology, I am selling their desired state. And that was kind of an AHA moment for me. And I took a much more active role in the demo preparation. One thing that we did is we always have these pre demo syncs, and I shared with my st here's the gap analysis that I've put together. Here are the areas that I think we need to key in on. I would get his feedback. He would say, hey, we don't really show that super well, let's think of a different way to illustrate this, whatever it was. But we would go into those meetings pretty well prepared for me because it was like the only deal that I had working at the time. I could spend a little bit more time on it and that allowed me to be a lot more detailed.
Junior Lartey
Josh, early on, like right when we started talking, you mentioned what is their story? Right as you're doing research, you're looking at the mission, the values, the culture of the company. You're trying to like uncover the entire story of this organization. And typically in property management, when a company, when the founder hands the company down to their daughter or son, it starts to become a legacy property management company. It's like legacy meaning within the family. And so I think here in particular, there is more than just like numbers and figures, but it's like what they're trying to build for the next generation. And you had mentioned there's like a story behind here that you are trying to capitalize. So I'm very curious, technology aside, how did funnel impact their mission, their value, the cultures that they believe in, and the story that they were trying to create?
Josh Patiño
Great question, Junior. So one thing I learned early on from them is that they are very much planning ahead like twenty years. So they will buy a land today that they won't really develop for fifteen to twenty years and they start doing plans. And it's all projected on demographics and growth in the cities. So for me it was interesting that they themselves are so forward thinking. That was also a key that they could be an early adopter to funnel as well. And so that helped me understand where they came from. And it was less about cost and price, it was more about will this help us provide a better customer experience? And when you talk about legacy, this has been in the family for quite some time and they are multifamily through and through. So what was really, I think, key for me is once we were able to get to a point where, hey, funnel is going to be we were funnel selected, if you will, then it was about the impact they were going to have and what was this desired state going to give them now? They've been on the platform for over a year and we're talking about product add ons. And really the impact I see is the legacy in their customer experience. We help them provide the a class experience that they were hoping and desire for a year ago, which their previous provider couldn't help them. Actually, I was able to go visit them in June, so a couple of months ago. And some of their metrics, some of the data points that they learned was about their customer journey. And one of them is if I go look at this property, one out of five will rent at another property. So they're focused on cross selling and how can I keep them within our portfolio? So twenty percent of their renters today started their journey at a different property than where they lived today. And we were able to help them. Never want to get that data point, but get that insight and understand their customers.
Junior Lartey
That's awesome. And I love the building out. Fifteen, twenty years from now, I've got a five year old boy, so he'd be twenty five, almost thirty, and I'd be like, all right, this property is yours. Figure this thing out. Right. You're going to college for not the school of hard knocks, but the school of property management. I love that. It's a great conversation so far, but no deal. I mean, maybe some have no bumps, but there's got to be something that was like, I am worried about this. I fear this. What were the barriers here?
Josh Patiño
Yeah, I think early on, once I asked about timeline, I was pretty bummed to hear, hey, this is a two thousand and twenty two initiative. And when you're in Q Two, you're thinking, man, this isn't going to help me, but I'm investing so much time. That was the first kind of hurdle that I kind of almost had to ignore, because if I had focused on that, I don't think I would have stayed as engaged in the deal. And then towards the end, as we're trying to get to proposal stage, or past proposal stage, we need to get approval and buy in from the C suite, from the executive team. And they wanted to have a demo. So a live presentation with probably eight to ten people. And number one, trying to get on the schedule of executives for that many is near impossible. You're scheduling a month out to do that. And I remember we had to reschedule a few times because it didn't work for one of the members. The biggest challenge about that was twofold. Number one is that how do you cram twelve previous meetings into one single hour? All the content, everything that we discussed from discovery through all the demos, and you just can't, there's just not enough time. And then secondly, this felt very much like the pivotal moment. They're going to say yes, and we move forward and it'll be the greatest day of my life. Or, no, we're done. Thanks for your time, and we're going to move on. So I didn't like feeling all that pressure. It was overwhelming. It was daunting. It was hard not to go in that meeting with nerves, without nerves. And so we did the best we could to prepare. And as expected, the hour was not long enough. What we decided to do is just tell the story. This is what we've done with your team previously. These are your pain points. This is how we solve it. This is your end state, and then this is how we solve it. But. Lots of questions came up and they ask a lot more questions than what we anticipated. And then we were just kind of left with, okay, we'll get back to you. And no salesperson ever wants to hear that as you get off the call. And so it was unsettling. And I reached out the following week. I gave it some time and I just reached out and I said, look, we've had this meeting. I haven't received any feedback. Would love to know where you're at. What was the feedback? What were some of the takeaways? Can we jump on a call? It might be easier to talk rather than go through email. And unfortunately, he jumped on a call with me and was able to share some good news that they would like to go forward. We need to move over with getting contract. And anyway, it was great. Kind of asked for next steps and it worked out. I do think that was a major hurdle and I haven't had that happen since. What I would have preferred is to bring those folks in earlier and I could have done a better job asking who's the final decision maker? And I wouldn't ask it that way, but I would get to that. Hey, who is going to influence this decision from the top? And I should have asked, who on your C suite team needs to see this or would like to see this, or would this impact so huge take away from me is how could I get them in earlier? So it didn't all depend on this one single meeting before we wrap up.
Junior Lartey
Here on that point, I love that. What's it called? Is it foresight? No. What's that term when you're looking back?
Taylor Dahlem
Hindsight.
Junior Lartey
Hindsight. Gosh. Okay, scrap all that stuff. Taylor, edit. Now, I love the hindsight where, like, you can recognize what would have been better and what would have the moments it would have created. And I've heard other sales people say this. I'm pretty confident in saying this isn't just a junior thing, but closing is not just a single moment. It's not like the final meeting. Closing is a culmination of the entire process. So if you do find yourself in a meeting like this where you walk away and you're like, well, all the eggs are out and we'll see what they say, I would also be uncomfortable. You should be uncomfortable if you get to that moment. So figure out the closing is a culmination of events. It's like a marriage. By the time you propose, you should know where you stand. Just keep that in mind moving forward.
Taylor Dahlem
And Josh, the fact that you decided not probably necessary in that moment, but decided before that big meeting to focus on the story and not just the feature dump, right? Like, here's what we do, here's what we offer, here's how it'll help. Because that falls on deaf ears, especially if they haven't been in every other thirteen, fourteen meetings that you had. So that was an awesome way to put all that like junior set into a grand sweeping culmination of events and just say, here's where you guys are at, here's where you need to go, here's how we can help you get there. So let's wrap this thing up. Josh, what are three things that you learned either through this deal or just over the past twenty one months since that deal that you've learned? And then ultimately you can provide some tips to sales pros listening today?
Josh Patiño
Yeah. The first one I'd share is answering a question with a question that has served me well so many times to really understand what they're asking. The second one I'd share is set the next meeting on the call with them. So I should have said hey, especially on the end of that call, hey so and so. I'm going to follow up with you in a week and give you time to meet internally and then does this time work? But I had early on in my career, like three months in, I got my first discovery call. It was awesome. It was great. And I thought we were in alignment. At the end of the call we said, it sounds like the next step would be a demo. And they said, yeah, absolutely, let's get some time on the books. I said, I'll send you an email. He said, great, we got off the call and I never hear from him again. I called him, I texted my email, my LinkedIn, and I tried everything and I never heard back from him. And I decided I will never get off a meeting without a calendar time that I will send over after. So set the meeting on the call and then the last one, and I learned in this first deal that we're talking about is have a clear objective of the next step, even if that can change on the call based of what happens on the call, but be prepared and be malleable, but have that next step so that you're not just having another call. And I think it's important to help drive the deal forward and decrease the length of the sales cycle if you can outline and clearly articulate what the next step is for both sides.
Junior Lartey
Josh, those are great tips. Amazing chatting with you, having you on the podcast, former teammate may be future colleague. That would be great. We got to find a way to work together. Going from coach status to sales rep, it's a different field and you've learned it quick. You're doing great stuff and amazing deal that you walked us through. Thanks for joining us on the pod.
Josh Patiño
Thanks for having me.
Taylor Dahlem
And just like that, another episode of How I Deal is in the books. Thanks to everyone for tuning in. Thanks again, Josh, for joining us and sharing a heck of a ride, an awesome story and we're excited to continue these conversations and hopefully deliver some more value to all your full cycle account executives or people that are aspiring get into this role in the future. Until then we will see you next time.
