How to Sell Like a Founder with Colin Specter

Nabeel Ahmed

00:00 - 00:39

Alright. We got another episode of IQ Squared with, the man, the myth, legend, Colin Spector.

I'm Nabeel Ahmed for anybody who's new to our new listeners as this is a kind of a new thought leadership series that we are kicking off. The VP of growth and partnerships here at leadIQ, B2B contact data platform, and we help and supply and support and partner with a lot of folks in the industry, Orum being one of them.

Mr Collins got an amazing background and history on how he got to where he is today. He is currently the SVP of revenue at Orum but I won't butcher the introduction at all.

Colin, why don't you ensure yourself to everybody?

Colin Specter

00:39 - 04:10

Nabeel, I I've I'm honored to be here first of all. I'm grateful to you and the audience for tuning in.

Definitely did not butcher the the intro there. Yeah.

Coming from a background of of sales development, I started my my sales and SAS career as an SDR, working in HR tech, which I knew nothing about going into the role, but immersed myself into it and let my curiosity kinda drive me in learning, like, what HR is all about, what HR leaders care about, and, and found myself, really rising through the ranks through that curiosity. And and selling through curiosity is really what has really driven my career and what we teach here at Orum.

And so went from STR to AE, to AE manager and and then, director of sales and director of enablement. And then, after a five year run at Namely, we went from zero and I'm I'm an early stage builder.

We went from, from zero to to 70,000,000. We raised money from Sequoia and a lot of the big, venture capitalists.

Got the tap on the shoulder to go, first of all, take a demo of Orum at the time because of my position as a director. I was getting solicited all the time from sales tech, revenue tech, and I saw this wave of kind of AI sales solutions coming, and that was when, like, Gong and Chorus were starting to really, like, evangelize this concept of having artificial intelligence in, as, like, kind of a copilot and assisting with, like, analysis and after action reports.

And I knew that's where the pup was going, and so I had in my mind I wanted to work at an AI company and, in something selling to my peers, selling to sales people. Like, I'm I'm super passionate, super driven by sit the sales profession, the sales career, coaching people.

And when I took a demo of Orum, at the time they were a a fledgling kind of bootstrap start up, I my eyes just, like, open wide. Like, I I'm a huge believer in the phones and and for those that are unfamiliar with Orum, we call ourselves an AI live conversation platform.

We're we're all about getting your sales people into more live conversations over the phone. So it's an inside sales or sales development reps kind of dream technology when it comes to cold calling and and connecting and having live conversations with your market.

So I saw the demo, my eyes open wide, and, I was like, wow. I wish I had this as an s t r.

It's the first reaction I had and got a sense of, like, where they were taking the company. And, long story short, I I basically met with some of the customers.

The founders had done a good job selling Orum to a few notable names, like, got it started at Rubrik, which, has since got IPO, and CrowdStrike, which went IPO. And so, I've got Rubrik, we've got CrowdStrike, we've got Zenefits as customers.

And the customer feedback was just so positive and so high that, I knew there was something there. And so, yeah.

Basically, jumped on the Orum ship as the first w two hire, like, after after the founding team. Yeah.

It was it was Jason, Karthik, Patrick, and Terry, like, the founding team. And then, and then I came on and the company was so new and and raw that, like, they didn't have I had a kid at the time and and I still have kids.

But, it.

Nabeel Ahmed

04:10 - 04:10

was, like, it was.

Colin Specter

04:10 - 04:48

the only one that actually had, like, a family at that time in the company. And so I had to get a health insurance plan for the business.

That's how new new the company was. And I had learned a bit about insurance because I had immersed myself in the HR at Namely.

It's like, hey, look, like, I sold HR tech for five years. Maybe I'll just wear the HR hat.

And so, it's actually, like, install the gusto payroll platform, brokered the insurance plan, and, like, started wearing all these different hats. So, like, I had the title VP of sales, but I was also, like, an STR, the HR leader, you know, rev ops.

I was the deal desk guy.

Nabeel Ahmed

04:48 - 05:43

What what what's crazy about this, you know, first w two hire after the founding team, six years later, you're asked VP of revenue. Meaning, you've survived you you've you've created the gauntlet and survived your own gauntlet, and you're continuing to help that business scale, in a new direction.

And that's that's what I what what do I love about just you, Gollin, and your history is you went from SDR from a company that scaled extremely quick quickly to then the, you know, VP of sales at a company that was ready to kinda scale up, but very, very small and still, you know, put the ego aside and did whatever you need to do to kinda get there and go in. That's what I love about it.

What is one thing that you could take away or give everybody of the learnings that you had as an SDR that's that are still applying to you today?

Colin Specter

05:43 - 10:31

Yeah. I I think it's selling through curiosity.

And what do I mean by that? It it's it's letting your curiosity guide you to seek out the ways that you can solve problems for your customers. So I'll give you the example at Namely.

Right? Namely, we're co cold calling HR leaders and, and selling an HRIS. It was like this new concept of, like, HR systems of record that bundle in, like, benefits administration and payroll, and we're going up against it was like, mainly in Zenefits were the first movers, like, in this space.

The legacy players were ADP and Paychex, and and back then, Gusto was called ZenPayroll. They were like the new and also the new kid on the block.

And so we're all kind of battling to, like, evangelize the market. And now you've got companies like Deal, Rippling, Remote, you know, this is very common technology.

You have, like, everything in one place. But at that time, it was, like, revolutionary.

And so I was cold calling all these HR leaders, and they would consistently say, look, like, you know, HR makes a decision over, like, the onboarding and and the ATS, but, you know, if you're talking about benefits administration, like, my broker actually recommends that, or payroll that my my CFO recommends that. Like, well, who's your who's your broker? And so I just started, like, collecting the names of the the benefits advisors and brokers, and then started cold calling those people.

And that opened up this whole world for me because those brokers wanted to look good with their clients. And so they wanted to bring in and recommend cool cutting edge technologies.

And so it was like kinda novel partnering with brokers and benefits advisors. And as an SDR, I had this I had this network nodes of of advisors and brokerage shops that had access to thousands of clients.

You know, some of these big shops like Marsh and, and, McLuhan benefits, and and some of these big consulting shops. And so they would make the, benefit mall in New York was another one.

And they would they would make these introductions to some of their clients. So I was booking far more meetings than, like, my peer who's making a 150 dials.

Maybe I'm making 80 or less dials, but then I'm getting meetings just coming into my inbox from introductions. And everybody's like, what the heck is Colin doing? Like, this is so wild.

And so it's really just that curiosity of, like, well, who typically helps you decide, you know, technology or who, like, who who advises you on, like, systems like ADP and others. And so you start to figure out the who's who in the zoo and and peel back the onion and and and figure out the people that you need to connect with, and build trust with, and get excite have that exciting, transference of of excitement and emotion with to get them to wanna take a look.

And, and once you've proven some initial value, you've reduced uncertainty, like, people are gonna start to open the door for you. They're gonna make introductions.

And so it accelerated my career at at Namely. I became an AE in less than a year, and, and just kinda kept that up.

Like, I just always had a pipeline of of clients and would just smash my AE number, and so much so they wanted me to replicate that. I got the opportunity to go open an office in LA and build that team from scratch, improve that, we could scale the playbook.

And and so we became the highest performing team in the company in LA. We're a New York based company.

I flew to LA as, like, a parachuted in Yeah. Rep.

And so, yeah. It it was a really fun ride at Namely.

And then, at Orum, it it was a very similar, approach. It was like, okay, like, let's get curious about this whole concept.

Like, first of all, I had been in STR, so it was like selling to my peers. Right? And so, like, selling to curiosity, trying to understand, like, what's the biggest challenge that that the revenue persona is facing from their perspective.

Right? Like, each unique person. Right? There's a core risks and, and problems that that big companies wanna solve, but each individual will have their own kind of challenge that they're focused on solving.

And so, you know, I I focus on what we teach is, like, the five magic questions, in selling through curiosity. And so, you know, the first question's around just what's the biggest challenge you're facing in your role right now? What happens if you don't address this challenge? What are you currently doing to solve this challenge? Or what have you tried before? And, like, what have you tried so far? What would it mean if we solve this challenge? Like, if we solve this challenge for you, what it mean to you? Like, what's that personal win that's in it for you? And you start you see, you start to get a champion, building here.

And then what's your timeline? Like, how how urgent is this to be solved? Like, what's your timeline to wanting something in place? And so then you're getting, like, the biggest pain, what they've tried so far, so.

Nabeel Ahmed

10:31 - 10:32

what you know you need to.

Colin Specter

10:32 - 11:05

overcome from, like, past experience. Timeline, and and and just like the the personal win for them.

Right? And so it gives you really everything you need and there are some sub questions to peel the onion, but yeah. I guess long winded answer is say, let your curiosity drive you.

The magic questions of curiosity are throughput and timeless no matter what you're selling, no matter what industry. I went from HR, payroll benefits to now selling, like, phone and, connection rates and cold calling and rev ops.

Very different. It's also applicable.

Nabeel Ahmed

11:05 - 12:44

in that sense. But the interesting thing is, like, for anybody, like, even SDRs who are listening or leaders who are listening.

Right? I think the core themes always apply. It's it's that curiosity, but it's also creating that relationship with the people who you talk to.

Right? Because I know people can get pretty lost in the idea of, like, oh, you gotta make x amount of calls, which is a necessary requirement, but it's it's almost like you gotta make x amount of relationships here versus the amount of calls. And so what was really interesting on how I what what I picked up on was, like, you created this distribution of value where people were, hey.

Colin's the guy I should try to help with because we are both mutually incentivized to help each other out. Or I just like the guy.

He's a he's a he's a good conversation, which gave many leads to you. And that's almost kinda how we're we're seeing the market.

The market right now is how do I amplify my current sales team versus add more sales team to drive to the number? Can how can I make my reps be the best that they can they are so that they can actually produce the value that they can do that which we think is maybe two x more than what the current situation is? So the question is, the value creation around or creating that distribution network of value creation where people are like, I know Colin. I should have a conversation with Colin.

How do you recommend to anybody who's listening or starting a career to generate that? Right? Is it meeting as many coffee dates as you can, more dinners, more face to face, or is it just asking those five questions, understanding where they wanna be, and then trying to drive value to provide that value to them.

Colin Specter

12:44 - 14:32

Yeah. All all the above.

All the above. I'd say, like, especially if we're we're talking about early in your career and even beyond, say yes to everything, yes to every like, I I so much magic has happened for me just saying yes to attending all kinds of events and getting on all, you know, getting on all kinds of planes and sitting next to people and, you know, I'll give you an example.

I sat next to a lady on a plane recently, you know, and and you and I are always on the road as, you know, at these events. And she turned out to be the wife of the head of sales for one of the largest private jet companies in the world.

And she's like, yeah, I think my husband uses Salesforce, you know. I'm gonna put you guys in touch.

It sounds interesting what you do. And she actually put us in touch and, wound up going to dinner with, with with that sales leader and his wife, and I brought my wife.

And it was just through, like, connecting with someone on the plane that sat next to me. And lo and behold, they had a whole team of inside sales reps that were making calls and, and and and generating, corporate business for their private jet company.

And, and now we do business together. Now they're an ORM customer.

It's like not a typical ICP selling to private jet companies. And it was like an awesome opening for us in the aviation industry now.

And so, just because I said yes to go into that event and, and and happened to, you know, I had good good, travel karma Yeah. You know, I guess, built up.

But it's happened a few times where, like, sit next to someone on a plane. I'm not saying every flight, but, like, I I fly enough to where statistically I've gotten lucky, and luck definitely plays a part here.

But it's also the energy you put out. Are you being open with your body language? You want to connect with people? And so all the above is my my sum up for what you asked.

Yeah.

Nabeel Ahmed

14:32 - 15:56

So anybody who's listening, airline travel should be new pipeline source. Right? Yes.

Anybody so did you get anybody who granted the deal attribute the pipeline, and and there's a close one revenue attribution right there. So marketing should be all over that.

The funny thing is actually, you know, lead I q and and Orum are are are pretty close partners and we're continuing to grow together. But the first time I actually met face to face with Colin, believe it or not, I didn't even know he was gonna be at this event, was actually in Asana at Chili Palooza.

So shout out to Chili Piper for hosting the event, but it allowed us to spark, you know, just a face to face, hey. I know you.

You know me. We're we're doing things together.

Let's have conversations, and look at us now and look where we're at. And it's like we're only scratching the surface of that.

So I completely agree with everything that you're saying. It makes so much sense in the sense of relationships.

But let's let's kinda wrap that where we think the future of the market is going. Right? Sure.

I I don't know if it's you're feeling the same way if it's just me, but I feel like from last year to this year, I'm seeing, like, a a a five to 10 x more, hey, micro dinners are happening. These events I need you to be at, here are the engagements that we're moving forward on.

Is face to face the new, like, way of refining the deals that you're initiating on from a, like a cold call or calling perspective?

Colin Specter

15:56 - 18:42

Yeah. No.

Nabeel, I think you hit on it before. It's it is about relationships.

It is about holistic differentiation, and that's, like, your value alignment, your maybe your even your political alignment with with a brand. And how do you actually connect with people and kinda convey your values and and and your your desire to serve and partner and and all of that.

I think face to face is the highest fidelity. I will say, like, this is newer maybe to SAS, but it's been I what blew my mind at at Namely when I went from SDR and then we started selling insurance at Namely.

When I got into the benefits world, the benefits world is all about relationships and doing the old school dinners and the box seat at the sports game, or or the golf tournament. And so I was like, wow, like, this is so different from selling inside sales and SaaS.

I know some enterprise sales motions are do do part participate in that, have done that a long time. But if we're talking about, like, upper mid market commercial, even just general enterprise sales, This is definitely starting to be more of the theme.

We're seeing more account based coming back into vogue in SAS, and, you know, getting really focused on who you wanna win and and where you're willing to invest on that that key account list. Of course, it always depends on your ICP, you know, your ideal customer profile and the type of TAM, the total adjustable market you have to work with.

And so if you have, like, a like a smaller key account list, yeah, you're doing the micro dinners, you're doing the events, you're doing the the strategic gifting strategy, different creative types of engagements. You know, if you're someone like, let's say a ramp, you know, or a rippling where you've got a massive TAM.

Right? These are, like, new newer age HR tech or fintech companies that sell to literally the world of small businesses, medium, large, like, anybody that has a payroll, which could be two people in the garage, you know, has a payroll, that you can sell to, you know, you're still more kind of mass appeal, and you're doing broad based, you know, I see billboards, I see commercials from these type of of companies. So I think it depends on the the, you know, the account list and the type of accounts you're going after.

And so you might have a different playbook for each motion even at the same company. Like, I imagine if you're a rippling enterprise rep, you're probably doing more of the micro dinners, the box seats, and so forth versus, like, the SMB long tail.

You're doing more broad based kind of cold calling, billboards, commercials, email campaigns, all of that. So Yeah.

I think it's definitely newer to SAS in general. We're seeing the more of a theme, especially like you and I in the world we live on LinkedIn.

It's more prevalent, but it's it's always been there. It's just kind of merging in more with SAS than ever before, I think.

Nabeel Ahmed

18:42 - 20:02

The interesting thing about this, and there there's a lot of business I think. There's, like, there's, like, the new age AI companies that are coming out, and everybody's like, they're closing rounds.

They're big. They're fatty.

Everybody's getting excited about it. And then there's the SaaS companies that have raised their large rounds but are in the mode of either profitability or expanding into different markets.

Right? And so there's this, like, almost split. Right? People who can spend a lot of money, people who can't spend a lot of money, and then there's more problems that's or I would call them problems speed bumps.

Companies trying to move up market. I think we hear this a lot.

Right? You grow as a typical SaaS company that's starting out that's, you know, bootstrap. Like, I'm focusing on obtaining customers really quick.

They're typically SMB or, iterate iterate iterate and then have the ability to grow into enterprise. For those people who are looking to make that transformation, that jump into enterprise, you don't necessarily have the buy in probably from marketing to do a box or, you know, these really nice private dinner at Michelin star restaurants.

What do you think the right recommendation is to where you can entice an enterprise customer in to have a conversation with you, but you're not necessarily breaking the bank? And and the idea of me asking this question is, can we give ammo to reps out there to be like, oh, I wanna try or ask this to my management to see if I could potentially do something like this?

Colin Specter

20:02 - 22:32

Yeah. I think you need to be aligned on your strategy.

So if the strategy is, hey, we have an initiative to go into the enterprise, then it means that we're probably gonna take a piece of the kind of monthly Google ad spend, you know, and put it towards experimenting with these type of events. And most people do appreciate and will reciprocate invitations to a dinner or, an event or, a gift, you know.

If effort is there, the law of reciprocity holds true and executives will reciprocate if they feel the effort. Right? If if it doesn't feel like authentic effort, like, an AI generated email or, like, a a spray and pray cold call without, like, much relevancy or intent behind the call, that won't be reciprocated.

I think what AI is doing is it's kinda numbing people to to the effort that used to be there with a hyper customized email. And I do I do think some emails still stand out from the AI.

A lot of AI garbage. But and you may not need to do the box seats, by the way.

Like, with that, you know, let's say let's say you're spending 20 k a month on demand gen kind of mid market SMB ads, you know, you take maybe 5 k a month and you're doing, you know, different engagements, micro events, even less, I mean, maybe you invite them to your your podcast. Right? There's probably like lower cost ways where it's it's like an invitation to engage in some capacity.

So it could be a podcast invitation, maybe you're giving away a strategic, like, workshop, like, some sort of deposit of value for the executive, or or maybe you're getting them a ticket to a conference that, you know, they would get excited about in their industry that maybe their company would not normally be sponsoring. There's there's other creative ideas.

It doesn't really have to be like a box seat, you know, to Madison Square Garden or or what have you. So, yeah.

I I I I think, like, you have to you need permission to experiment, especially if it's a newer market and start to get a sense of your target personas, like, where did they hang out, like, what industries, what like, most people like sports or events, and it it made their family person the box seats for Disney on ice, you know, as an example. Like, most people like events or fancy dinners, and if even if they decline it, they're gonna remember you invited them.

Right? There's still some, like, semblance of of reciprocity there. So.

Nabeel Ahmed

22:32 - 24:28

So yeah. Yeah.

And then I think it depends on how far let's let's say I'm a rep and how far I wanna go. So for me, the basics is sometimes communication between organizations like sales and marketing is actually just not even happening.

So, like, question one, hey, marketing. What's the events calendar looking like? Where are you guys gonna be physically? If it's one event a year, 10 events a year, like, what is that? That is a good indicator to say, hey.

Like, maybe I can identify the right customer accounts that I think are gonna be in the area, and that could be an initial trick, one. Number two, exactly what Colin was saying.

Like, hey. Understand budgets a bit more.

I know it might be a weird question that a and KE is asking a marketer, but as long as you you provide clear context on the hypothesis that you'd wanna test, then people are more than willing to try it. Hey.

But maybe see I maybe I can help Nabeel or Colin kinda achieve x y z through this perspective. We test it out with a few grand here, and if it works, maybe we double down on that strategy.

So I think a lot of people are open to the ideas. Sometimes as reps or, you know, sales leaders, sometimes you might have to get out of your comfort zone to say, hey.

I actually think this is the psychology of what my ICP is within this tier of mid market above and enterprise, and that is the conversation you need to have. But the right way to do it to get ourselves outside of the noise is by being physically there.

Right? Yeah. Let let me rewind this back too.

And and and where where I wanna see is that Orum's making a lot of really good advancements and initiatives and and features that they're building within their product. And at its core, what you do is you help people get connected with the right people in a very efficient and quick manner.

Right? So how do I increase the amount of at bats to create relationships is how I view Forum as a platform. What else is coming out? What what sneak preview can you give kind of the market on what's happening? Why do you think that's important? And, you know, why does why why should people use it?

Colin Specter

24:28 - 24:36

Yeah. No.

No. No.

I appreciate, the the the the alley oop question here. And and so let me let me dunk it in here.

Nabeel Ahmed

24:36 - 24:37

Let me dunk it.

Colin Specter

24:37 - 27:53

Their revenue for Orum. So, through partnerships with lead IQ and and Orum's own innovations, I we've really solved the problem and continue to do so as the market evolves.

How do you connect, like, being effective and efficient at connecting with your target your target, market. Right? The target people that you wanna have conversations with.

So Orb is all about getting you into those conversations. Now that has created a secondary problem.

People need to be effective at the conversation itself and and be successful when they're in the conversation and so Orum has has really centered our our product road map around enablement and coaching and helping reps be effective when they're actually on the live conversation. And that's through a combination of, enablement features around, call scoring.

So we have an AI that will score the call after the fact and and give, instant feedback to the rep. And then also serve up sales training and enablement based upon where the rep might need improvement.

Or if the rep knocks it out of the park, an opportunity to surface that call to their leadership, and potentially be added to a playlist of what good looks like. So creating these kind of smart workflows around calls, you know, because historically, like, a lot of people record calls, but it kinda just becomes just like data data dump of, like, tons and tons of calls.

You're not even sure which calls to focus on. And so or proactively filtering and sorting and surfacing up to to leaders and to reps, areas of opportunity for improvement, also examples of what good looks like.

So that's that's a key area for us, on the scoring front. And then when you're in the actual conversation, what are some prompts, what are some cues that the rep can benefit from, especially when it comes to more of a technical sale, or if you sell a multi product solution to multiple personas, it could be a lot for a sales rep to keep track of by memory.

And it's another thing if you have, like, a bunch of post it notes or a bunch of Google Docs open with your script. So or, creating these cue cards is kind of what what a lot of people call battle cards.

When, a a certain persona comes in, a certain problem statement is mentioned, or I'm queuing the rep up. Of course, in partnership with our client about what is what what good looks like for that talk track.

So again, giving the rep a bit of guidance, a bit of crutch, to to know they have something to lean on and reference. It could be a customer story.

It could customer story. It could be a specific feature that they should ask about, at that moment in the call.

And so those those live queues is a new innovation for Orm as well. And then we have a whole coaching hub where it brings all of this together and includes trends and insights around, around behaviors across your sales organization.

So, you know, everything from, of course, your your how how great your data is to the conversion rates from opener to, to to close, and and and and, recommending insights and and prescription for solutions, after the fact as well. So, yeah.

I love that strategy. And and.

Nabeel Ahmed

27:53 - 29:21

when you see kind of everything, right, like, there's a lot of people like, hey. I need this tool.

I need this tool. I need this tool.

But I think what what I love about what you're talking about here today is, like, you know, we might be a a a software provider that helps you enable more calls, but the the real core value of what we're trying to do is get you more at that, get you trained real time, and, you know, in constant feedback on what you're doing so that it's not about the amount of calls that you have. It's about the amount of connections and real life, you know, conversations that you're having, which will lead to more.

And when we look at kind of the ecosystem, Orum is, you know, tip of the spear to kinda get things done and connected to your right contact. For us at LeadIQ, we think about the data.

Right? Like, data is how do how can we be the right data provider to provide you with the right flows and integrate with the right partners like Orum so that we can be one step in that process to where Orum can take you to another step to where you can actually close these deals. Right? And I think this is where the the beauty of a lot of this goes is we see that we're not only helping real innovative teams that are on fast paths growth, but we're also helping innovate the teams that need more out of the existing teams that they currently have.

So for you probably are hearing this, Kukan, with all the other CEOs and board members that are have that you're having conversations out there is, I have this size team. I need to keep this size team for next year, but my number has grown by 20 to 30%.

Colin Specter

29:21 - 29:22

Right? Yeah.

Nabeel Ahmed

29:22 - 29:49

This is the necessary conversations to have to kinda get people there. And And that's what I love about everything that you guys are doing is it's it's not about shying away from the physical conversations or the face to face events or the emailing.

It's about how can Orum help you open up those avenues of opportunity and conversation so that it gives you the higher chance, larger pipeline, and make sure you're hitting your number.

Colin Specter

29:49 - 30:42

Yeah. Sales sales productivity.

Right? Sales sales productivity per rep is a a North Star metric for, most of our customers. Right? And so we're looking at the math of sales, of course, activity, and then there's different conversion levers.

Right? There's activity to first meeting, first meeting to qualify, qualified to to close one, and then velocity and ACV, like, how big is the deal. Right? So you need to have your math of sales built out, and then you know what levers you can pull on.

You can always pull on more activity. Right? But what if I can't do more activity, or I don't if I do more, am I sacrificing conversion rate? And so you wanna figure out how can I be more effective on different conversion rates? And so we're we're offering a suite of solutions in partnership with lead I q and others to ensure we're we're hitting on all all avenues of the funnel there.

Nabeel Ahmed

30:42 - 31:39

And then, a little side effect about this, and we talk about this all the time with LEADIQ, is your time to ramp on any new hire is way quicker. If I have battle cards getting popped up, if I have an AI coach that I could talk to, you know, at midnight when I'm couldn't sleep and I'm deciding to work a little or at a time when my boss can have a conversation with me, you're now ensuring a a lot more probability for success.

But, Colin, thank you so much for, hopping on, the thought leadership series at He Squared. I appreciate everything you talked about.

I think your history is actually wildly, you know, appreciative. I think any person who's entering the go to market arena, specifically as an SDR, look to Colin's journey to understand their you know, how quick you need to be, where areas you need to focus on, but anything is possible.

And I can't wait to kinda see a CRO title right next to your name. I'm predicting the future right now.

But for anybody who wants to reach out to Colin, Colin, how can we get you? Who how do we get after you?

Colin Specter

31:39 - 31:55

Mostly LinkedIn. Like, I I'm I'm fairly responsive there, and you can always bump me there if I'm not.

But, yeah, LinkedIn, that's where where I mostly am. So, of course, Orum.

com. You wanna check out Orum, 0ru,masinmother,.

com. Yeah.

LinkedIn, would be the best place.

Nabeel Ahmed

31:55 - 32:00

And if you can't get connected with them, DM me and I'll give you a cell phone number. We'll be good.

Colin Specter

32:00 - 32:05

That's right. Lina, she's got me in now.

I'm getting you know, I call it cold call karma, you know,.

Nabeel Ahmed

32:05 - 32:10

on the Bay Coast. Again, and you're probably one of those SVPs that actually pick up a phone call, which I appreciate.

Colin Specter

32:10 - 32:14

If I'm not on a meeting, I'll I'll pick up. You know? I'm also curious how they're calling me.

Nabeel Ahmed

32:14 - 32:26

You know what I mean? We gotta find out. That'll be a good poll for me.

But, Colin, thank you so much. Thank you for the time.

Thank you for what you're doing. And everybody watch Colin's journey as he continues to crush the landscape.

Colin Specter

32:26 - 32:29

Right back at you, Nabeel. Thanks so much.

Thanks, everybody. Bye.