Mastering Sales Strategies for Global Accounts | 067

Welcome to the Oil and Gas Sales and Marketing podcast, where every week your hosts, Mark LaCour and Matt Bertram share proven strategies and real-world tactics to help you connect with customers and close more deals. Let's do this. Welcome back, everybody, to the Sales and Marketing podcast.

As always, I got Matt sitting here next to me. How you doing, Matt? Good, good. I got my headphones. I know. There's a backstory for the headphones.

We'll share one day. A big shout-out to Audio Technica for providing us the gear. Thank you for that, guys. So, Matt, this is the first time we've ever had this happen. On Oil and Gas this week, Paige and I do First Friday Q&A. It's very popular.

And our listeners write in questions and we answer them. And we got a question from Zoe Blackwell. She's a VP of sales at Honeywell. And I'm going to read it for the audience, because what I told her on Oil and Gas this week is this is too complex a question to answer on Oil and Gas

this week, plus I need it, Matt, with me. I can't do this by myself. Audience, stay with me while I read Zoe's question. What strategies can sales leaders employ to optimize territory planning and account segmentation when dealing with complex global accounts that

have multiple business units and decision makers across different regions? The reason I asked this question is I've recently been asked to lead a different sales team that has spread across the world and focused on the large Oil and Gas companies.

Always appreciate your insights. Please keep up the great work. Thank you for that, Zoe. Matt and I are going to try to answer this. Matt, this is a lot. So she's inheriting the team that is in place.

It's a global account team with complex sales that's handling multiple business units, different decision makers, and different geographic reasons. This is probably when you're doing account planning, this is probably almost as complex as it gets. If I was to answer this question, the first thing is,

Zoe, you have to go in and look at what you're working with now. Do you need some way to measure the existing accounts? Which ones are basically easy? They generate revenue for you. They're reoccurring revenue. You have a great relationship.

Those accounts need to be assigned some type of number or name they need to be taken care of, but they need less attention than the accounts that are hard that you haven't sold to. Maybe y'all made a mistake and they're mad at you. Those accounts need a much higher level of attention

by your sales team. Even though you work for a big company, you don't have unlimited resources. So I'd figure out some way to grade these accounts that you're looking at now. If you go back and find Boston Consulting or Google them,

I think years ago they came up with a matrix. I remember this from my sales days. And that matrix is basically designed to help you do this exact thing. Or if you don't want to do that, give them just a number rating from 1 to 5, with 1 being the accounts that

need the least amount of focus and 5 being the most. But you've got to start there. And I'm going to stop that, because this is such a complex question that you probably have something to add just to that little part right there. Yeah, implementing a tiered account segmentation.

Typically, I would look at it from strategic accounts, the high revenue, long-term partnerships that are dedicated to cross-function. I would put a tier two of a growth account, merging regions, business lines, more scalable. And then the tier three, like you were talking about,

the monitor accounts. Low revenue, but strategic intelligence, managed with periodic touchpoints. And those are the least valuable accounts long-term. So you want to put those into the bucket. A lot of what you're trying to do here

is create a global account framework if you're not already working with one from the global to regional to local level, and then map the business units out. I don't know if it's upstream, midstream, downstream, digital, technical, sustainability. I don't know how it's currently set up.

But looking at that and organizing it and then sorting it before you start doing anything with it, yeah, you just got to know what you're working with, like you said, Mark. Yep, and I think once you have all your accounts categorized in whatever fashion you want to,

the next thing is you got to divvy them up. And I don't know how big your account team is, how many sales directors you have, sales managers, frontline sales people, but you also have the geographic distribution. And there's a difference in culture.

I made this joke to Matt before we turned the microphone on. But in oil and gas, if you go to Brazil, they're an hour late for their own meetings that they set. And if you go to Norway, if you're one minute late, that's an insult. Well, how do you deal with those two different business

cultures, even though it's all just oil and gas accounts? And one of the ways you deal with that is by understanding those differences, which in my mind, you need to now segment those accounts that you just routed off into probably geographic regions, or maybe Latin America, Asia Pacific, North America,

the Americans, or maybe it's North America, South America, or maybe it's Western Hemisphere versus Eastern Hemisphere. But some way, you have to divvy it up because there's different business cultures. And you want the account teams that focus on those different business cultures.

Hopefully, they already understand those differences in business culture, or if they don't, they can learn them. What's not effective is to have to deal with one company in Singapore, and one company in Rio de Janeiro. Those are two radically different business

culture. Your account reps can be less affected if they were focused just on Asia Pacific. So I think the next step is you've got to divide up those accounts that you've now graded into different regions.

And I would probably go with geography. Although you could go with account size or where the accounts are headquartered, but I would go with geography just so your account teams learn those local differences in business culture.

Mark, I understand the geographical outlook. And I think that that works for a lot of companies. I've seen where certain decision makers maybe sit in Houston, and then others like sit in London or somewhere else. And then you assign the account rep to that, but then they're influencing different projects geographically.

So again, I think you should cut it geographically, yes. And then maybe even think about creating virtual territories like relationship strength or technical expertise or who has the contract authority, and then assign coverage based on that influence and not just kind of where the rep in that area is

or who's assigned to what. So I think you want to cut it a couple of different ways depending on the situation or your organization. Or Zoe, you can have different layers. So to Matt's point, actually, you see this a lot in the sales. You'll see that your customer, the Olingas company customer,

has internally, they're divided up by geography, but they also have another layer of management that's by product. So if you're selling blowout preventers, and Chevron that you're talking about, that's your client, actually it's Honeywell, so they wouldn't sell blowout preventers.

Let's say you're selling process control stuff, which I know Honeywell does, and you're trying to sell a Chevron, the people that need those process controls are going to be in Chevron refinery and Chevron pipeline, and those are definitely geography.

So you have Chevron pipeline and Chevron downstream here in the US, but you also have it in Europe, South America. But then on the Honeywell side, you also have the product of the process controls. And on the Chevron side, they may have a separate reporting strategy

of not just reporting internally via geography, but reporting to process controls. So it may be that your account team, to Matt's point, you need more than one person per client, not only just based on geography, but based on how they're structured internally,

because Matt's right, how many clients have you, I mean, I've done this all the time, how many clients have you called on all around the world to find out that the decision maker's right here in your backyard here in Houston? It happens all the time.

Mark, one of the other things that I think is worth bringing up, that I've seen with larger organizations in spades really, is they're so siloed. Oh, for sure. And really thinking about cross-regional collaboration,

whether it's like global account planning workshops or digital war rooms, or trying to get everybody on the same page. We can go into CRM intelligence, and you've shared some stories of multiple companies all operating on a different instance of Salesforce.

There is some unification there when you're deploying like account-based selling, so people aren't stepping on each other's toes. But encouraging regional intelligence sharing, I think is super important. And I feel like most people just get stuck in their silos.

Yep. And actually, I help coach Cognites. I'm so right at Cognite Sales Team. Cognite sponsors are number one show. As part of them sponsor, I help coach their sales team. So you're exactly right, Matt.

And what I bring to the table is just that industry knowledge based upon company and geography that maybe the count reps don't have. Then that brings me to another point. So Zoe, while you're doing this, Matt brought up a great point.

You need a single source of truth, which is the term of love. I've sold that from somebody else. So your CRM needs to be set up so that you can look at everything that's going on with your different reps,

no matter how you divvied them up, geography or whatever, and accounts. So you get an overarching picture and then you need to convince your account reps to put good information in your CRM. Because to Matt's point, if you start seeing it,

hey, we've had three customers from three different parts of the world ask the same question where you know, then there's something that you need to focus on. And this is when you start bringing your marketing team in to help get these messages out.

The other thing that I think, Zoe, you probably need to build is a center of excellence. If you're handling this many large accounts for Honeywell and they're all over the world, different accounts, different geographies, different business cultures,

you need a place to where your customers can go in and get the answers they need and your account reps don't need to be spending the time, do that, although they do need to be answered questions. So if you build a center of excellence around your account team,

where you have your subject matter experts, not your sellers, your subject matter experts as part of that center of excellence, and then you give that to your sellers as a tool to give their clients.

So if they have a question, they have a dedicated support team to answer that, that's gonna go a long way, but the data that that center of excellence is gonna gather by having these customer conversations can be super valuable to your account team,

your account planning, because they're gonna start seeing the trends of what's going on in all these different accounts, which is really hard for one person to wrap their hands around. So great idea, Matt.

The other thing is, Matt, when you start thinking about all these different moving parts with a company like Honeywell that's so large, they have a huge marketing team, I think that some of those marketing members should be carved off.

I think Zoe should reach out to her marketing peer and get some dedicated marketing support for what she's doing, so that the marketing team learns the same thing that sales teams is learning. CRM intelligence that you were talking about,

where you can understand the buyer signals within, I guess, the different business units or regional pain points, North Sea ESG initiatives, or whatever it is, right? Tagging the decision-making process

or the technical buyer or the economic buyer, like mapping that out in the CRM where you have that data, and then working with the marketing team, like you said, Mark, you can then take what's working or issues that you're seeing over here.

Again, it's siloed, and you might move some of that information over here, or maybe if you have it all in kind of a unified, like dedicated resource space, point them to the right stuff that they could be using, because you're seeing the same kind of problems.

It's really trying to distribute the information, like hive mind-like, I don't know if that's the right terminology, but across the organization. So there's a center focal point that is marketing that then pushes all that information out the sales,

because the marketing team can look at the data that can see how people are reacting to the site. They can typically see the full funnel, and especially if you have a good CRM, now you can map out the whole customer journey, and they can start to target where those pain points are

and where the leaks are in the sales process or in the funnel to start to identify that, and then plug the hole with good marketing efforts or case studies or bringing the technical buyers. I did this for a number of pharma companies, and they really leverage the technical expertise,

because you bring in somebody that can absolutely solve the problem, and you can showcase your technical leadership, and I think that that's what a lot of companies today are doing with their brand, is they're building brand leadership

through the expertise on their team, and they're not showcasing it well enough. There's some offshoots into marketing content that can be created and pushed out, but used in the sales process, as well as higher up in the funnel.

Yeah, I agree. A lot of companies are selling all the gas, and they have unbelievably talented domain expertise, but nobody knows about it. That's actually one of the things with the podcast network is one of the things we do

is we help our listeners understand about your domain knowledge and your expertise that nobody knows about, so you're 100% right about that. The other thing though, man, I wanna go back to one part of her question. She asked about territory planning.

Territory planning is different things at different levels. Territory planning at the front level account rep is different than somebody that's leading an organization like this with, she probably has sales directors under hers. She probably has VP's of sales under her.

She has sales managers, frontline salespeople. I wanna talk a little bit about territory planning at that level, not the frontline level. We can talk about that later if it's valuable, but a couple of things, Zoe, that nobody ever talks about

when you're doing account planning at that high a level. The first thing is turnover. You're gonna lose reps. You're gonna have reps that are poached. You're gonna have reps that are underperforming. You're gonna have reps that just leave for whatever reason.

So what happens when a rep leaves? How are you minimizing that risk? Especially if it's a top performing rep. A top performing rep can take a company down or a business unit down because they own those relationships.

They know intimately the client's problems. When they leave, all that knowledge is just gone unless you have somebody that shadows your top performing reps. One of the best tools and I've led sales organizations for,

one of the best things you can do for yourself, your business and your customers is if you lead a large sales organization and you're bringing in new salespeople, instead of sticking them in the new salespeople bucket, assign them to your top performing reps

and have them shadow. Let your top performing rep know that this new person is not gonna take their business, not gonna take their territory. They're gonna be there to learn and let your new rep understand

you're here to shadow this person, make their life easier. Maybe you can punch their stuff into your CRM. But what also is going on Zoe is you're now doing some of that knowledge transfer between your top performing reps and a new rep

which minimizes the risk when you have salespeople turnover. And you need to do the same thing with your entire organization structure because you know that you're gonna lose people and what you don't wanna happen

is have that one critical top performing person leave and you lose half your business. The next thing is we're going through this right now in 2025, the market changes. So we had a change in presidential administration. There's a lot of optimism in the oil and gas space right now

not just in US but globally. People are much more likely to be spending money right now. Did you plan for that? I can tell you right now that here at OGGN we did not plan for this. We are so busy this year

because companies are much more likely to spend marketing dollars, pointed oil and gas than they were last year because of our change in presidential administration. I didn't see it coming. We are overwhelmed. I should have seen it coming.

I should have planned for it, right? But you can do the same thing. And then the other thing is, and this is in Matt's sweet spot, when you look at your sales organization, how much of what they're doing is administrative manual stuff

that they shouldn't be doing instead of selling. How much of that can you take off your seller's back by buying the right tool? Now, it's up to you to figure out what those tools are. There's a bunch of them out there, but if your sales reps aren't spending half the time

in front of their customers, something's wrong. That's a good number to go by. 50% of their time should be customer facing. If it's less than that, find out what they're doing to figure out a way to get that off their back.

And usually there's a technology solution to that. Then there's the opposite of that, especially since you work for a large company. Some large companies have so many different tools over the years they bought that a lot of them are legacy that you're overwhelmed with the tools.

Pick one that works for you, learn it. Even if that means you hire somebody, HubSpot's a great example. HubSpot has a lot of options, a lot of different things you can do, but it takes a little while to learn it.

Same way with Salesforce. Maybe it's worth your budget to hire somebody that's an expert on one of those tools to help your sales team sell. At that level, when I think about territory plan, that's sort of stuff I think of before we get

to the tactical stuff of, are you trying to grow your revenue base? Are you trying to bring in new logos? That's that next step now, but when I look at territory plan at that high level, plan for turnover, plan for market changes,

figure out what's eaten up your salespeople time and get that off their plate so they can be in front of customers. And then at the same time, don't get caught up in all the different tools you have access to.

Maybe it's worth your budget to hire somebody to handle some of those different tools so your salespeople can do what they do best, which is sell. I 100% agree. You gotta map out all these different tools

of what's gonna be used for when. And at a high enough level, you just have to map it all out, like the territory and account planning, where's it gonna be? And one of the things, Mark,

that you kind of touched on that I wanna go back to, and I might throw something out here that could be a little radical from an automation standpoint of things that I'm starting to see, and we're starting some case studies right now

or some pilots with some companies on the implementation side, is automation can help a ton and capturing what the good reps are doing because you lose it. Like when they leave,

you lose those experienced rep and they're taking their relationships and they're taking their knowledge. And there's a lot of apprenticeship that I think happens in sales with successful salespeople. Yeah.

One of the things that we've started to do is implement like a AI note taker, okay? And I don't know different companies, like the legal, all that, but here's what I can tell you. If you can do it,

implementing a note taker on account calls, on sales calls, on all that kind of stuff starts to capture the information, okay? So not only will it give you a summary of follow-ups and checklists and things that you can do, you can actually run it through like a LLM.

You can have an in-house LLM so that data doesn't leave and you can feed it your sales training, whether it like spend selling or whatever you're using, and you can have it give you feedback

on how that call went, okay? And you can also turn those transcripts into SOPs, okay? What we've been able to do is with the top performing salespeople, kind of follow them around digitally, map what they're doing,

and then put it into a process. And that's been extremely powerful. You can even set up like automation triggers where after the call, it sends the host email and it's like, here's some tips on how to improve it. And when you do that at such a high level,

the multiple of that 1%, 3%, 5% improvements is astronomical of how much value it can add to the organization. And to your point, a lot of times with some of these softwares, it's worth it to go get an integrator

and to help set it up and train somebody and then you gotta have a dedicated person to manage that. There's a lot of organizations that I go into that don't have a dedicated like, this is the person that's in charge of Salesforce to make sure everybody's following the same rules.

Cause if you have different people doing different things and utilizing the tools differently and it's not clear and there's not accountability to that, the data becomes jarbled and it's not useful at all. When you're at that high level and you can dedicate resources,

having a dedicated person that oversees that, that's like the police, if you will, to make sure that they're using it right and to kindly follow up with people and make sure that they're doing it right, that data becomes a gold mine

for what you can do from a marketing and sales standpoint, not to mention all the things that the tools can do, automations and this world of kind of AI governance that's starting to kind of flow into everything we do. I'm telling you, Mark, I know some people at some pretty sensitive organizations

that are not allowed AI, nothing, nothing, nothing. And they're sitting on their computer and they're working or maybe they're working like part-time for a moment or something like that. And they're telling me they're just going over to their personal computer, typing it in over here

and then going back to this computer. And I'm like, this is not good. So just shutting down AI that is coming really quickly or trying to push it out of the organization completely is not the right solution. It's really like from a AI governance standpoint,

understanding what it is from the top down. And that's a lot more of the implementations and trainings and stuff that we're starting to do over at EWR Digital. And I just wanted to throw it out there because if you're running that many sales organizations,

there's small little things that you can do to have a huge multiplier effect increase productivity because you lose those great salespeople and some of that stuff you can't get back. So you wanna have knowledge capture as best you can. Yeah, I think it's funny you brought up the AI note takers.

When I'm on calls now, a lot of times 30% of the audience, everybody's AI note taker. But just the time that didn't exist. But it's what you do with the data, Mark. People were recording and they're not even watching it. Now you have it captured.

It's like, you have all this data. What are you doing with the data that's intelligent? So Matt brought it back down to kind of the front line and the manager of front lines, which is good. When you're also looking at this territory account management, when you go lower down, this is where it gets hard, Zoey.

This is where it's working. This is where you probably depend on your VPs of sales and your directors to help you with this. Don't try to do it yourself. You got to look at geography. You got to look at the historical performance

of the existing accounts. You got to look at the revenue potential. You got to look at the account size. You got to look at what type of products you're selling, what is the indication to buy, if they bought for you before, if they not bought for you before,

and then you got to figure out some way to take all that information and assign it to your front line reps and their team. So they're sales managers. Actually, Zoey, the best way to do it is to hand it off to your geographic,

either sales directors or sales managers, and let them have that same information. Let them make the decision what account rep gets what. Then you got to start worrying about compensation. And you should, with the company's biggest years,

y'all should already have rules and probably have internal people in place to help you with the compensation model, because some parts of the world, $100 US is a lot, and some parts of the world, $100 US is not, and you got to take that in account

when you compensate your reps. And remember, the goal of compensating your reps is to do one thing, to drive the right behavior. I will tell you this story because it's so long ago I can't get in trouble, but I worked for a very large company

that had a change at the very top of sales organization that they decided that keeping the existing revenue was more important than new sales. So then they changed the compensation model for all the account reps, including me, to give me, basically, to incite me

to lock our existing clients up in the longer-term contract. They changed the compensation model so the rep got paid more if they had locked up people in contracts. So what did all the account rep do, Matt?

What do you think we all did? Your comp drives your behavior. No, but think about what I just said. Management said that we're gonna pay you more as a count rep if you lock up customers in a longer-term contract. So this is what we did, every account rep, immediately.

We discounted the bajibis out of everything in order to get our clients to sign instead of a normal one-year contract, a three-year. So guess what that did? That put a lot of money in our pockets because that's what the compensation model was.

It hurt the company. The company's margin shrunk because upper management, they made that decision, didn't think it through. Remember, Zoe, your account compensation drives the right behavior. Make sure you think it through

so that it drives the right goals because in the scenario I just told you, which is a real scenario, I'll live through it, it actually hurt the company's revenue model because they just didn't think it all the way through. But I don't wanna get too deep in the weeds

on the frontline people. You have people that can help you with that. The biggest thing, Zoe, is to rely on your team. Try not to do it all yourself. And I think Matt and I probably covered at a high level a lot of stuff that hopefully is helpful to you.

But just take your time. And the other thing is be ready to pivot. No matter how well you plan everything, no matter how genius your sales organization is, things are gonna change and you're gonna have to notice that change and move.

And especially when you work for a large, old company like Honeywell, you probably don't pivot as easily as maybe some of your smaller competitors. So we change that. You wanna give your team a competitive advantage.

Make them nimble. Make it okay for them to do things that you've never done before. As long as it drives the right behavior, which in this case is probably revenue, do it. If from your marketing point of view,

one of the things I've seen a lot of companies like yours do is they've been so successful because they've been around for a hundred years that they don't worry about marketing their brand anymore. Oh, everybody knows who we are. Well, that's a mistake, Zoe,

because the Honeywell that you work for now is a different company than it was 20 years ago, 10 years ago, five years ago. You have different products. And I guarantee you all these existing accounts probably don't know a lot of the new stuff that you do.

Bring your marketing team in. Get them to do some stuff that's cool and wow and showing off what you do so that your marketing team is leveraging this new stuff to help your account team sell stuff. Everybody's eating off a brand mark.

That's what I just see. That mode is getting eroded with all the new technology, all the new noise in the space. I think it's really important to have like a country manager like you're talking about somebody in each geographic area that you can go to that can give you the skinny.

Like it might not be in the direct reporting structure, but you could build like a working team or like an advisory team. And I would also have people on the front lines because what I've seen is if you're too high up in the ivory tower and you don't know

what's going on the front lines, sometimes that bad information or even the really, really good or valuable information, it gets filtered out through all the managers up to you. I think it's really important to have like a dedicated person at the different levels to give you

the real feedback you need of what to do. And I would just end on Mark what you said, because I can't agree more. There's so many things that companies do that I don't even know that they do, okay? Like personally Mark on the call that we had in person,

I didn't know Oracle had their own CRM. I should have assumed that they did, but I didn't really know that. And I don't think about them in that mindset when I think about it. And maybe I'm not the target to who they're promoting,

but I didn't know that. I have a certain viewpoint of Oracle. There's so much different things that people do today, like you said, that that brand doesn't match with that. And a lot of companies, even HubSpot, I believe, is dealing with their pigeonhole into the market

of this thing and they're having to come up with a new brand or a new line or something like that, understanding what that message is in the marketplace, what the brand stands for to most, and then how to build content around the things you wanna be known for to the right audiences

is incredibly important. And then to map that across the board, because we've talked about this in past podcasts, the marketing qualified leads and the sales qualified leads should be the same funnel. It should be the same funnel.

And if you're fishing with the wrong bait over here and sales doesn't like it, like you need to get an alignment with what you're doing there and understand how your company is viewed in the marketplace to your target customers.

And that is gonna be different globally in all these different segments. It's critical in my opinion. And what Matt's talking about is we interviewed sales leader at Oracle. We're still waiting for Oracle to approve that episode.

It may come out after this episode or it may come out before. Either way, audience, go listen to that. Couple of takeaways from that interview that I just thought were amazing. So we talked to a very senior sales leader

and he makes it a point to go right along his frontline reps. Not all the time he's busy, right? Running a global organization. But I thought that was beautiful. Also, perfect point Matt.

I didn't know that at their own CRM either. There's a huge company that everybody knows their name that has something that we didn't know and we should have known. So it's a perfect example. Continue to build your brand.

I don't care what size your company is. All right, we need to wind this thing down. Zoe, I hope that answers your question. Matt, this is a time for the LinkedIn failure tip week. I have a success LinkedIn story that's real that just happened.

I want to tell the story. Ah, so I had this young man from India reach out to me on LinkedIn. He did not try to sell me anything. I checked out his background. He seemed legit, right?

Which is what we all do. So I accepted his connection request and he was so straightforward. He said, Mr. LaCour, I run a technology company in India and yes, I know there's thousands of them. I have never been to the US.

I am making a trip just to come learn the culture because I have about 70 customers in the US and I've never met them. I actually had coffee with him this morning and what he did is he questioned me on business culture here in the US,

didn't try to sell me anything. Then he bought coffee, which was nice. And then at the end of our meeting, he gave me a sincere thank you. And when I got my car on a left, I got a text from him. In that text was hyperlink and I felt safe clicking on it

because I just met with the guy. I click on the hyperlink and it had all of their capacities of what they do. Then right next to it had a handwritten note from him saying, if you run across any companies that need these five things, I would appreciate a referral.

Thank you. Matt, that was genius. The guy was honest, straightforward. I've never met him for. Connected me on LinkedIn, flew to the US, not to meet with me.

There's a whole bunch of people he wanted to meet with. I was just one of them. But one of the most successful things I've ever seen somebody do on LinkedIn my entire life. And you know what? I'm gonna help him.

When I got that text that showed what they do and with his handwritten note next to it, I know a company that needs one of those. And so I've already made the connection. There's a very good LinkedIn success story that happened to me literally today.

And I just wanted to share it with the audience because I've never had that happen before. It was all based on him just being real and genuine. It was beautiful. I think in this world of AI, that's gonna be on the rise as well.

There's gonna be some bifurcation of what's happening. And so you're either gonna build brand or you're gonna be faster, smarter, better, right? I even liked his use of technology. So I got a handwritten note, but it wasn't on a piece of paper.

It was in the landing page basically that they built that the link he sent me to, but it was customized to me. Now you and I both know, probably one of his marketing people like create 500 of those, right?

Or maybe it's even automated. However, it was genuine because I just finished having coffee with him. It's about the feeling. That is what branding is. People buy based on the feeling,

not the logic necessarily. I mean, that's gotta be there. But it's about that connection. That's what a brand is, what it makes you feel like. And him as a personal brand, you're a fan. And that's awesome.

Yeah, and I'm gonna leave that alone because it was just beautiful. It was perfect, just like that. Which by the way, audience, don't try to replicate that on me because I'll know you listen to this

because it was so unique. The usual thing, all of Matt and I's social links are in the show notes. We're still growing the mastermind group. We need some more members. Go check it out, links in the show notes as well.

Something brand new. Matt and I are going on a world tour sorta. So Matt and I are jumping on stage together. If you're a company that has a sales and marketing organization that's trying to sell to the oil and gas industry, reach out to us.

We're doing a keynote. I'm happy to do it in front of your sales and marketing organization. Matt and I share the stage. And we talk about what you need to do to be successful in 2025 selling to the oil and gas industry

from a sales point of view and from a marketing point of view. But we do it together. If you wanna know more, reach out to me, happy to share the details. Our calendars are filling up.

So if you're interested, reach out now so you can get on the calendar. Oh, that's it. Matt, let's get out of here. Remember, make a difference, not a sale. Thanks for listening to OGGN,

the world's largest and most listened to podcast network for the oil and energy industry. If you like this show, leave us a review and then go to oggn.com to learn about all our other shows. And don't forget to sign up for our weekly newsletter. This show has been a production

of the Oil and Gas Global Network.