HITT – What’s Working Now: Practical Plays from the Field

Today’s main conversation is all about what’s working right now straight from the sales leaders who are seeing it firsthand. And, actually, joining us, we have Graeme Scott, VP of advanced networking and mobility, Tim Basa, SVP of sales, along with our ASVPs, Jason Stein and Phil Brekky, who are here today with us. Gentlemen, welcome. I’m gonna go ahead and just turn it over to you.

Yeah. Thanks for, joining us here, everybody. As we say in the South, happy fall, y’all. Fall is in full swing, and we’ve got some great topics for you here today.

Today’s session is called what’s working now, and the name is very intentional. As you know, we spend a lot of time in this industry and on these types of webinars talking about what advisers should do. You should diversify. You should explore new suppliers.

You should use AI. You should be more strategic. And that’s great, but today, we’re gonna get past the you should and into the how.

We’re gonna share real things our sales leaders are seeing advisers put into practice right now, why they’re working, and most importantly, how you can apply them in your own business. So as Cass mentioned, we’ve got Jason and Phil here with us. Jason leads the West. Phil leads our Mountain West region.

And then, of course, Tim is gonna add his perspective throughout, because Anton and Sean are both in market today. So they’re out there doing, doing the work in the field with you guys, and we appreciate, everybody who’s joining us here today. So let’s go ahead and jump into it right away. We’re gonna start out with our good man, Jason Stein, AVP of the West.

So, Jason, this is something that you brought up yesterday. We’re seeing some newer adviser businesses reach production levels that historically took companies much longer to achieve. Meaning, they’re basically getting there a lot quicker than before. At the same time, we are seeing established advisers who’ve been successful for years but still may be operating from the same playbook they they used before.

So what are you seeing the high growth advisers actually do differently?

Thanks, Graeme. So it’s interesting. We actually have four brand new TAs that are in our ecosystem that have sold over 300,000 in MRR in the last year. So what we’re seeing is this similar to what you kinda opened up on, going and leaning in with suppliers but with purpose.

We have created so much thought leadership, and we’re starting to see a lot of advisers really go into the university and spend time whether they’re at a 100 level, a 200 level, or they really wanna take advanced studying and training from a a university level, from a 300 level. We’ve got Josh Lupresto, Jason Kaufman. We have all these amazing resources that have put a lot of thought leadership in. So I’m seeing advisers come in and really lean in heavily.

Now we have to elevate. We now are on the radar of KPMG, Deloitte, PricewaterhouseCoopers are all creating divisions and noticing that we, in this, TSD market, are a threat to them. We’re closing over 80% of deals that we’re involved in that compete against that level. But on the flip side, if we’re not going and leaning in with suppliers, we’re not leaning in with all the advanced solutions and selling the complete stack, we’re opening up those organizations to come in with six, eight, ten, twelve resources sitting down at a board level and really taking that deal away from us.

So which brings me to an interesting, as I was doing some research, there are 26,000,000 companies that identify as being headquartered in The United States.

And 100% of them that are public, 100% of them that are c corp or s corp are required by state law to have a board of directors. So what we’re seeing is this new wave of partner. One, they’re getting more sophisticated. They’re leaning in with our engineers.

They’re taking a more proactive approach and not a reactive approach. They’re selling that complete stack, and they’re actually leaning at the board level. And when you’re in it with one board of directors, you’re now seeing that it’s gonna open up the door for a different board. And, you know, 20% of organizations have taken private equity now.

So you’re talking a massive amount. So we need to elevate. We need to get better. We need to lean in more strategically, and that’s what these partners are doing more than anybody else.

They’re really coming in and sitting down and talking about what are things that are resonating, what are trends, what should I be leading with, how do I disrupt the conversation with clients way differently than anybody else has done. The art of the client conversation has changed over the last five to ten years. You know, Tim and I talk about this all the time. We have a lot of clients that were just pitching point solutions.

They’re pitching voice. They’re pitching advanced network. And now it’s becoming more sophisticated with artificial intelligence, and that artificial intelligence is that hub that is now connecting all the other advanced solutions. So we need to ramp up.

I want you not to get complacent. I want you to lean in. So I challenged my team, and I challenged a lot of advisers to lean in with suppliers.

Suppliers are the only reason that we’re able to even have this industry. They pay us. They make sure that we’re getting spiffs. They pay all of our bills.

We cannot do this without them. And every time I talk to a new supplier and I carve out time to sit down with suppliers, I learn something unique and different that I had no idea. I’m asking them with purpose. Where are you winning?

What’s different? When a client comes to you, what’s the one product that you pitch that they end up adopting sixty, seventy, 80% of the time? But you don’t do that if you’re not carving out time for our suppliers. I talk to TAs all the time, and they say, I just don’t have time.

We have 500 suppliers in the portfolio. We’ve curated them. We talk to them every day. We know who’s the best of the best and what’s resonating.

You know who doesn’t? The client. The client is at the mercy of their team. They don’t have that expertise.

They don’t have those resources. They rely on our engineers to be that conduit to help tell them who’s good, who’s not good, who you should stay away from. So lean in with these suppliers. Take time out of your busy schedules.

It will be worth it. And I’m telling you, whether you’ve been doing this for one year, two years, five years, ten years, we have brand new advisers that are leaning in with this strategy and selling over 300,000 in MRO.

That’s awesome, Jason. And I I mean, you threw so many great nuggets out there in that. I mean, just a lot of information. So if you’re an established adviser on this call, you’re looking to kinda up your game a little bit. What’s one thing? Where should I start? What’s the one thing I should copy from some of these high growth advisers to get myself in the game?

You gotta tell the complete story.

You can’t go in thinking that just because I’m an expert in customer experience and I’ve been selling CX my whole life, that that’s all that needs to happen because those IT decision makers and CIOs are talking to the board about the rest of the portfolio. And if you’re not having that conversation, somebody else is. Kobe Phillips and I were talking to a client once, and and we said, you know, we noticed that you’re actually buying over 1,500,000 in services, 500,000 with three different tech advisers. Why are you using three different tech advisers?

They said because each tech adviser only positioned one advanced solution. They didn’t talk about the rest of the things. You have to make time. You have to elevate.

You have to get better.

So lean in. I’m telling you, our advanced solutions team, our marketing department, Jojo in our university, we’ve put a lot of thought leadership at your disposal. If you’re not taking advantage of it, someone else is.

Yeah. So, Tim, obviously, these are some great stories that Jason’s seeing in the West. Your position nationally, right, looking over the whole organization, just, you know, what would you like to add to that?

Yeah. You heard Jason say lean in.

What I see is a combination of that word and another one, which is focus. So you have to take things off your plate. A lot of our advisors, they’re small to medium sized businesses, and they have to decide what matters more. So sometimes they’re trading their time for low output or low leverage activities, where we can take that off their plate.

So leaning into us, more and more, you guys see this too. More and more people are migrating their direct contracts to Telarus. They don’t wanna manage suppliers directly anymore. They’re moving all their commission operation to the hub.

They don’t wanna chase spreadsheets and different outputs from different TSDs and different providers.

So they start to consolidate that operational work so they can focus on the go to market. It frees up time to do what Jason’s talking about, which is to get to know a supplier, to lean into a relationship, to refine their go to market. A the lot traditional advisors are single threaded, meaning they sell a single solution. We say it all the time here.

Think more like a general contractor. That’s what the clients want. The clients want a single resource that can sit in the boardroom with them, be shoulder to shoulder with their team, and can go get the resources from a source like Telarus, whether it’s sales engineering, solution architects, project managers, right? A lot of our advisors Jason just talked about this, and I know we’re pressed for time, Graeme, but here’s a great one.

We all see this around the country. I’ll say boom and bust. It sounds harsher than it is. But an advisor has a breakout year then spends a year implementing.

Then a breakout year, then a year implementing. Versus someone who leans into account management, project management here. They delegate those responsibilities, and now we see this consistent performance laddering up. Plus, the Telarus team that’s really an extension of their team is doing upsell, cross sell, add on, renewals.

It becomes a one plus one equals three scenario. So I think not only leaning with suppliers, they wanna get to know you, and in some cases, they wanna bring you they wanna walk you into an account. We’ll talk about that a little later. But also look deeper into the Telarus portfolio to get leverage on your time and resources so you could do the thing that you do best, which is work with your clients.

Yeah. Absolutely. So part of that is obviously being willing to evolve your playbook as an adviser. Right? You know? But there’s another challenge that we hear a lot when we talk to, and, Jason, you kinda touched on this. The number of suppliers and technologies that advisers are being asked to understand, especially in the age of AI, right, is continuing to grow.

So, Tim, I know Anton had a really good example for us from his region, and, unfortunately, he couldn’t be with us here today. But as his, proxy, as it were, right, what what is he seeing advisers do to manage the sheer number of suppliers that are entering the ecosystem?

Yeah. I think in some ways, they’re just learning how to delegate and create subject matter experts. If you look at how our practice is busted up into segments Yeah. The the specific example that Anton used is the CEO went to the team and said, okay.

We need to carve out some people who keep an eye on UCaaS, CX, network, kinda align with our with our footprint, and then lean in. So they created SMEs internally, and their job is to give a weekly update in their stand up and say, hey. What’s new in the UCaaS world? What’s new in network?

What’s new in AI? And so they have these internal subject matter experts, and then they’re rotating them quarterly, which is pretty unique. And I know some of you may not have the staff to do that, but what they’re doing is now they’re creating this well rounded knowledge with a little bit more depth, and they’ve taken the weight off of one person having to know everything because you can’t be a know it all in this business. There’s just too much content.

Yeah. So I think there’s a couple things. If you have the staff, you have a small team, three, five, 10 people, maybe more, Find a way to delegate to your team. Have them lean in.

You probably have someone you know, you think about in our company, Graeme, the the folks who lean into, you know, AI. Sam’s our AI expert and muck and fuss. So people will naturally take a path. So find people who wanna take that path and lean into them.

And if it’s you, if you’re a solopreneur, then maybe you have to carve it up into segments. You know, one month or every other week, you’re diving into a couple areas of interest. But lean into our resources. We’ll talk about some of those more at the end to to give you a leg up on who are the new suppliers on the block, what are they offering.

We’re doing some of that vetting for you so that becomes a resource. But I think Anton’s point was delegate. Don’t you can’t know it all. Right?

Delegate.

Yeah. And I think that the general contractor example is such a good illustration of that. Right? Because it’s not like the general contractor is the guy that’s doing the plumbing or or the girl that’s doing the electrical.

Right? They’re finding the right people to come in and do those, those expertise. And, know, you we’ve put together a lot of stuff, done our best to put together all kinds of ways that you can learn and get access to this. You talked about internal SMEs, but leverage our SMEs.

Right? Like, obviously, network for me, Sam. So we’ve got a lot of resources there for you available. So, Phil, this brings us to another way that advisers can create opportunity without simply waiting for customers to tell them they need something.

And you brought up one of the findings from the tech trends around vendor loyalty, which is a really interesting one and something that I think has changed over the last little bit. Right? So talk about what that finding means, but more importantly, what is an adviser gonna do with that information?

Yeah, Graeme. So quick shameless plug on Telarus Tech Trends. Right? So, you know, it’s a a resource, probably one of our most valuable assets that we launch every year. It’s the fourth version that was just launched right after the partner summit.

This is timely also too. So tomorrow, the custom version is being launched as well. That’s really what I wanna hone in on. So this first version that came out was positioned around partners.

And I am I I encourage everybody if you haven’t, suppliers and partners alike, to read it. Right? Digest it, see what information’s out there. It talks about some of the biggest trends in that are impacting our industry.

But, yeah, to your point, Graeme, one of the biggest findings and one of one of the areas that I found most unique is that, yeah, vendor loyalty is an all time low. 84% of organizations said that they are interested and willing to change upon the contract expiring on the first term. Like, that’s just baffling to even think about. Right?

It’s like, you know, because so many people, so many advisers I mean, you you you look at you you look at the history of our channel. So many people would just sell that one product and move on to the next one. You know, you could sell one product to a thousand customers. You you sold it, you forgot it, you moved on.

Evergreen was protecting you. You’re good to go. Now you could sell a thousand products to one customer. Right?

So it’s that much more critical that you’re staying in front of those customers and having those regular conversations.

And outside of just having that knowledge of of when expirations are coming up and, by the way, Telarus Hub is another great resource for that, for just maintaining that information, keeping track of that, but also just consistent follow-up. You know, I would say the worst six words that an adviser can hear is I didn’t know you did that. Right? Yeah.

So what Jason was talking about. Right? It’s like, you know, so many people focus on just, you know, they sold that one product, but then there’s three, you know, two or three other advisers in that same customer. If you’re not talking about it, somebody else is.

Right? And one of the other tools that your SPDM can employ is we could do a white space report and essentially show where your customers have bought historically. You know, maybe they bought security in the past. Maybe they bought just network.

What other areas of opportunity and growth are there for growth and expansion? And, you know, a big part of what I wanted to talk about leveraging tech trends is just getting more prescriptive. Right? So, I I kinda segment this into three steps.

Right? So I say, build a list, identify your contents, and create the campaign. So build your list. We talked about an AI that, you know, that data cleanliness is critical.

Right? So in a world where decision makers, even us, we’re we’re all, you know, products of it as well just being bombarded by information.

The more that you could also segment that list, the better off you’re gonna be. So what I mean by that is segment by, size of organization, industry. So the more that you could speak to that customer specifically to the industry or the area that they’re in, the more they’re gonna be interested in in in listening and opening and and and following up and engaging with that. Right?

So number two, identifying the content. Right? So that’s where your Telarus tech trends come in. We we you know, there’s win wires that we we release concepts of recent wins that have happened in the channel and and, ideas of which you could garner from that to to converse with your customers on.

There’s no shortage of guidebooks and white papers. Right? But a big point and purpose of the tech trends report and it being customizable is that now you could take that information and make it yours. You could put branding on it.

You know, we wanna position you as a subject matter expert. Right? So take our content, utilize it to your advantage, and then the third one is create that campaign. So put that together where you’re identifying what you wanna talk about, whether it’s a newsletter, a drip campaign, you know, a focus on a specific technology or trend that you’re seeing, and then that’s where you take advantage of that segmentation of the list and send out that that that those touch points and ideas to your customer that ultimately generate those, thought track and ultimately keeps you keep keeps you relevant to your customers, but also gets them thinking, oh, they don’t just do this.

Right?

Yeah. So, you know, great stuff, Phil. I mean, obviously, again, a lot there. This session’s about action.

Right? So we wanna try and boil this down. If I’m an adviser, I just heard all the great things that we can do with this. What’s the first thing I should do?

What do I send my customer today? What do I ask them today?

Yeah. I I think the biggest part is is identifying where that white space is. Right? So Yeah.

You you already know mean, I especially I mean, this doesn’t just have to go for I mean, I think I would say the lowest hanging fruit is that that that group of customers that you already have. They trust you already. Right? And I I’m I’m I’m actually very surprised by how many conversations that our team has out there that that ultimately doesn’t converse with their existing base of customers.

They already trust you. They’ve bought something from you before. Now it’s just identifying where there’s opportunities for growth. So I would say the first step is just identifying what that looks like and then create a campaign and an opportunity to help, market to them and help them understand that there’s a lot more opportunity and a lot more areas that you can impact them as an organization above and beyond what you have today.

Yeah. Yeah. I love that. I mean, you know, the report itself is great, but it’s really what the report can help you generate.

Right? That conversation within your client, those questions you can ask. So, Tim, I’ll come to you again as as sort of the the guy that’s seeing this nationwide. You know, once you’ve opened that door, what’s the next thing?

What else is possible? Where where where are you seeing that take effect?

Yeah. So I wanna go backwards real quick because Phil hit on it, which when it comes to renewals, upsell, cross sell with your current base, Phil said a lot of our advisers don’t even work with their existing customers, or they work with only a small segment. We joke internally. I’ve even said this on stage that your customer base is your

biggest asset, and people just sit around on their asset.

They don’t you they they don’t use it. You can use that one, They don’t they don’t use it. So, one analogy we we we just say because it’ll say, like, we’re afraid. The decision maker left.

They got acquired by another company. There there’s a PE investment. That’s okay. Those are all reasons to have a conversation, folks.

Fear is an acronym for false evidence appearing real. You already have some level of credibility and knowledge, and then we give you some more knowledge with tech trends report. So think about what’s going on with Lumen Voice right now. If you have a Lumen base and they’re on a product that is gonna be affected by that, even if your Cheryl left the firm, you can reach out to the other executives and the other leaders by department.

You can find them on LinkedIn or using other tools. You can send them a note. You can invite them to a webinar about how to transition and use the very specific information you have about their account. You know, you signed an account you signed a contract with Lumen on this date.

Here’s here’s the three things that are happening at Lumen. Here’s my role. Take the role. Take command.

Here’s my role in the process, and here’s some information that’ll help you make the decision. Tech trends report. You can do that with email. You can do that with a webinar.

You can do that with direct mail. I would do all three, sort of a triple threat approach. But don’t be afraid to do that. Inaction will cost you.

Because trust me, there are advisers in the community, especially on the Lumen front, that are taking advantage. Flashback to COVID. A lot of people were afraid. They didn’t know how to react to COVID.

They took a advisers took a COVID vacation while other advisers stocked up, and they went and collected customers. So anytime you leave a door open with your customer, as Jason said, the barbarians are at the gate. So build a strong relationship. Become their go to for all things technology b to b technology services.

Yeah. I think, you know, you combine that renewals with this vendor loyalty stat that we’ve learned. And, man, like, that is opportunity. Right? Even if it’s not your account, opportunity to get it.

And, boy, if you’re not bar in the door, man, you are a smart advisor.

I gotta be careful here. I don’t like I won’t share, you know, the secret herbs and spices, but we have an advisor who is targeting some of the retired products across many providers.

And their basic messaging, I help work on them with them. So I I I feel I feel free to give this away to the community, which is if you if you’re gonna be forced to switch, you should switch to something better.

Yeah. Here’s what I do. And he’s getting great traction from it. And he’s he’s even running some meta ads, and he’s getting traction from the meta ads. He’s very clever. Yeah.

Love it. Love it. So, Tim, we’ve got about six ish minutes left, and, of course, you’ve been a proxy for Anton. Our good friend Sean can’t be on the call here today. He is in the field, but he wanted to talk a little bit today about some of the things we heard from Jason just leaning in and some of the ways that he has seen that be effective in the East where he runs the channel there. So talk a little bit about some of the things that Sean has shared with us and with the success his advisers are having doing that.

Yeah. I’ll give you a few things, and feel free if I missed something from our conversation with Sean in our meeting yesterday. But, really, I think when you when you think about what suppliers see we talk about our vision. Right?

We see the whole field of play. Suppliers also see their whole field of play, and suppliers are leaning more into the channel than ever before, especially some of the ones that they you they don’t have as big a direct sales team as they used to have. So teaming is more prevalent than ever before. You know, we see DRT incentivizing, you know, Digital Realty incentivizing their their direct sellers to team with advisers.

We see that with Dialpad, with Comcast, and many others. So Sean’s point was don’t let that resource go to waste.

Find out from us. Find out from the suppliers if they have teaming available, if there’s opportunities maybe in flight that you can get attached to to learn the product. Here’s a fun thing. You guys have all heard this.

You’ve heard me say it to suppliers. Suppliers will come to us, folks, and say, we want I’ll pick a name in front of me. Oh, Zach Schechter. So Zach Schechter, your OG Telarus guy.

We want Schechter to sell our product. And I’ll say, great. But Zachary has had a business for a long time. He’s not just gonna sell some new supplier without learning about you, without having experience.

And some suppliers will say, well, you know what? We have a deal in flight. We’ll have Kim sell shoulder to shoulder with Zachary. He can bring he can come in the deal, and we’ll comp them both.

So that opportunity exists. And now Zachary learns about the new supplier on the block, learns the go to market motion, gets confidence where he’ll go sell that independently, but also Kim, the person he sold shoulder to shoulder with, now they have a relationship. They’re gonna do more deals together. So it becomes this force multiplier.

So what we wanna encourage you all to do, and and we’ll help you do it, lean into your Telarus team, Go meet the people in your market. I live in Metro Detroit. Every telco, every technology company has somebody calling on automotive, Graeme.

So find out who they are. See if you can partner up on some deals. And make it reciprocal, right? People want a reciprocal relationship.

Make it a win win for both parties. But these providers are out there. They want to win with you. In some cases, they’re doing online demand generation, so these pre filtered leads are coming into their teams, and they wanna they wanna give them to somebody that can work shoulder to shoulder with them, and they can build a long term relationship. So Yeah.

Think that’s a giant hear Sean say all the time about that, his one of his favorite phrases is build a better mouse trap.

Right? He uses that phrase all the time, and I think your example of DRT was good, but we’re seeing it from Comcast.

We’re seeing it from Dialpad, like established suppliers, but also some of the newer suppliers that are coming in are are doing this differently.

So just kind of bringing us home on this this concept, Tim. You know? Like, that building a better mousetrap, the way you’ve done things all the time doesn’t have to be the way we’re still doing.

That’s right. And you you have to run an experiment. The whether it’s a new supplier, like a meter that’s getting lots of attention and by the way, they have a 100,000,000. You guys have seen it on LinkedIn.

This $100,000,000 infusion of capital into the channel. If you guys haven’t learned about how you can benefit from that funding, how you can use it to fund marketing campaigns, customer facing events, reach out to us. We’ll teach you how to do that. And there’s several other providers that are really hot in the portfolio right now that are doing very similar things.

I know we don’t have time to touch on them all, Graeme. But Yeah. We know. Least getting ready to help you navigate that.

Yeah. Yeah. We’re we’re here to do that. So I think just to kinda bring us home for a couple of minutes here, Tim, Jason, Phil, you know, basically, Jason has given us some great examples of what new high growth advisers are doing differently.

And the message there, Jason, I think, right, just be willing to evolve your playbook. Right? Be willing to take on new things, do other things. We heard from Anton saying, hey.

Don’t try to learn everything.

Create a system. You know, what actually deserves your attention? Phil had some amazing points. You know, market intelligence, get upstream of the renewal, and create conversation.

When you’re hearing businesses aren’t brand loyal anymore, that renewal conversation just had a whole lot more importance. And then Sean telling us, you know, look at what the suppliers are doing in market, how they’re building a better mousetrap, and take advantage of that. So, Tim, what’s the you we’ve heard a lot of information from the field, a lot of stuff. I’m an adviser.

What’s the first thing I should be doing coming out of this call?

Yeah. Look. If you were an adviser, was talking to you. I said, Graeme, we covered a lot of things.

Pick one or two things that you wanna focus on from this call or schedule a one on one with your Telarus teammate. Schedule time. Phil, Jason, Sean, Anton will be happy to talk to you as well. Schedule some time.

Focus on one or two things that you can focus on between now and the end of the year, and you can incorporate into your 2027 planning. The next thing is don’t make excuses. Have ownership. A lot of times, you guys will all nod your head to this, people tell me they don’t have time.

And some of the people that we’ve coached one on one, when we look at their calendar, their day is run by their inbox versus them carving out time. You guys have to make time for your go to market, for renewals, for new prospect activation, for whatever your priorities are that you agree on after this call, your action items. You have to carve out big blocks of time. Not thirty minutes, man.

Thirty minutes, you can barely get going. Right? Four hours, Three hours. So you can get in flow state and you can really focus.

You can focus your team and you hold them accountable to creating some time blocks too so you can focus on making progress, just not treading water. Progress is made with intentional focus. We see that when people train physically. Intentional focus gets a big result.

And we see that when people take action on these specific things we talked about in their business. New supplier relationships, that should be a time commitment in your calendar. Right? Your go to market for renewal, upsell, cross sell, that should be a time commitment in your calendar with a goal.

And you have to hold yourself accountable. If not, ask us. We’re happy to hold you accountable. Not that we want to, but sometimes you know, I know Phil has a coaching session with some partners.

You know, Phil made a move from SPDM into the AVP role. He’s doing a great job as AVP, but he was a business coach with a lot of his advisers where he held them accountable on a quarterly basis in a friendly way. You know, you guys all left your full time job to become independent advisers, so you didn’t have a boss. So we’re never gonna be your boss.

But sometimes you need a friend that’s gonna make you do that extra rep when you’re on the bench press. Right, Graeme?

That’s Absolutely. And I think the benefit is we get to see across a large landscape, and and that’s some of the information where we shared here with you guys today.

That’s the time we’ve got for this. So, mister Stein, mister Brecky, thank you so much for your insights. By way of proxy, we also thank, Sean and Anton. Tim, I think you’ve got a couple words of wisdom to close this out with here.

I just got I got a couple slides. I mean, I think we gave a lot of wisdom, so I gotta I gotta keep on track. I got the two minute warning, so I gotta go fast. So you guys all know that we’re consistently providing you with information that you can use in the field. There are things that you have asked for consistently regarding suppliers and even webinars like this where we break down specific tactical things for what’s working now. So keep your eye on the on your inbox for our Telarus monthly recap where we give you new suppliers on the block, examples of what’s working now, examples of how to use resources to accelerate your business.

That comes in your inbox. It comes from your regional AVP. So watch for emails from Sean, Anton, Jason, Phil, and Matt Heron if you’re international.

There’s lots of tactical things, video features, featured suppliers, door openers, and coming next month is the q three new supplier glide.

You’ll find it, like I just said, in your inbox. Create a dedicated folder. Make sure that you get every issue. It’s also available in Telarus University, and it comes out the second week of every single month.

Alright. Let’s go to the next slide. Go ahead and click just for time because we talk about this advisor recap. One more thing since I’m on the call, I will promote our last virtual sales mastery of the year, winning deals and building your sales system.

So if you’ve been part of the virtuals or even the lives, for some of you this will be a refresher if you’ve been going to the lives, but if you’ve been part of the virtuals and following along, we’re gonna lean in to the natural closing motion that successful advisors are taking to bring their deals, even the most complex deals, to a unified close by creating commitment and consensus among the buyers table, and then also building a duplicatable sales system. So there are specific things that many advisors are doing that create more of a flywheel approach to selling both new logos and expanding the accounts they have.

We’ll cover that in our next virtual sales mastery on October 8 at 10AM Mountain Standard Time. And with that, I’m gonna hand it back over to Cass.