In this episode, Dan is joined by Avanish Sahai, who shares his remarkable journey at Salesforce and discusses how he leverages his past experiences to provide guidance to major technology companies.
In this episode, Dan is joined by Avanish Sahai, who shares his remarkable journey at Salesforce and discusses how he leverages his past experiences to provide guidance to major technology companies. Get ready to delve into insider stories from the early days and gain valuable insights into Avanish's key to success: cultivating relationships built on trust.
Quote
“The root of [the Ohana is], and what I think has still been Salesforce’s number one value, which is trust.” - Avanish Sahai
Episode Timestamps:
*(02:00) - Ohana Origins: Meet Avanish
*(13:00) - What does the Ohana mean to Avanish?
*(19:30) - What’s Cooking: Avanish's current role
*(23:30) - Future Forecast: What’s in store for the Salesforce ecosystem?
*(25:00) - Advice for aspiring leaders
*(26:30) - Lightning Round!
Sponsor
Inside the Ohana is brought to you by Qualified.com, the #1 Conversational Marketing platform for companies that use Salesforce and the secret weapon for Demand Gen pros. The world's leading enterprise brands trust Qualified to instantly meet with buyers, right on their website, and maximize sales pipeline. Visit Qualified.com to learn more.
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Producer: Hello and welcome to Inside The Ohana. Dan Darcy is the Chief Customer Officer at Qualified. But before that, he spent 13 years inside the Salesforce Ohana, witnessing firsthand some of the most incredible people in the history of the business world. The Salesforce ecosystem is booming. It is said that for every dollar Salesforce brings in, it generates $4 for the greater Salesforce ecosystem On this podcast. We wanna share an inside look at how [00:01:00] that larger than life community was created and how those people are leading the future, both inside and outside the Salesforce Ohana.
Producer: This episode features an interview with Avanish Saha, a notable Salesforce alumni, and now advisor and board member to. Several technology companies. Since his time in the Ohana, Avania has held several senior leadership roles at companies like Demand-Based ServiceNow, Google, and more. On this episode, Avanish shares how trust-based relationships helped him achieve amazing results while at Salesforce, plus a few behind the scene stories from the C-Suite that you won't wanna miss.
Producer: But before we get into it, here's a brief word from our sponsor. Inside The Ohana is brought to you by qualified, qualified as the pipeline generation platform for revenue. Teams that use Salesforce intelligently grow your pipeline by understanding signals of buying intent and having real time conversations. Learn more over on qualified.com. So please enjoy this interview between Aish Sahai. And your host, Dan Darcy. [00:02:00]
Dan: Welcome to Inside the Ohana. I'm Dan Darcy, chief Customer Officer at Qualified, and today I'm joined by my great friend Avanish. Saha. Avanish. How are you doing?
Avanish: Hey, Dan. So good to see you, my friend. I'm doing well and delighted to be here.
Dan: All right, so I want to dive right into our first segment, Ohana, origins, So Avanish, how did you discover Salesforce and really start your journey with Salesforce?
Avanish: Well, I actually have a long history with Salesforce, so I was first a customer from probably 2001 onwards.
Avanish: I was at early to mid-state startups. Typically, I ran marketing and product and partnerships, and frankly, for all of all those companies, Salesforce was our c R m. And then it was in oh nine when we had just sold a company called B D N A. And I got a call from some friends who were at Salesforce saying, Hey, there's this interesting role here that we think you might be a good candidate for.
Avanish: And they described it and it was pretty vague to be honest. [00:03:00] And then we started chatting and instead of taking six months off, I took about three weeks off and came on board to kind of think about this app exchange business. So that was in June of 2009.
Dan: So, so gimme the details of this app exchange role. Like Yeah. You know, what was the job, you know, what was your, like, what was your first impression about everything? Obviously it, it, it sounds like when it's vague, it's, it's the typical fake until you make it like, there's something here. We don't know what it is.
Avanish: I, I hate to say it that way, but that's kind of what, what it was, right. Which was, There were about 200 integrations that were out there. There's a relatively small but mighty team that was working on this. But the question that Mark and George, who, who was the then the E V P of Marketing Alliances? Under who to whom we reported. The question that we're asking was, can we expose a platform as a service?
Avanish: We've launched it s force.com. We think there is something there, but can we figure out the business model, the technology model, the [00:04:00] pricing model, the go-to-market model? To attract other companies, particularly other ISVs, independent software vendors mm-hmm. To come and build on our platform. And remember, oh nine Cloud was not quite the term we used. Right. We had software as a service. And this was visionary. This was visionary stuff. Yeah. Which was, hey, yeah, we got integrations and that's important and we're gonna continue doing that. But can we also bring on some, some startups, of course. Can we bring on some incumbent companies that have been around for a while and will they build their SaaS offering on our platform? That was the question.
Dan: I, I mean that, that's, Pretty awesome. And, and what a vision back then. I mean, how were you thinking about it? Like, I'm sure your head was spinning, like how did you think about bringing on those first customers or, or tackling that kind of big, bigger role?
Avanish: It was already a pretty strong idea of what we wanted to do. And, and frankly I think a lot of kudos go to Mark to [00:05:00] Barker Harris, co-founders, George, a bunch of others, who were thinking about this and saying, look, Salesforce for its first, you know, was 10 years old at the time, had pretty much sold around it. So the hypothesis was, Let's go find a few companies that sell to CIOs that have been selling to CIOs who may not have a cloud or SaaS offering, and then entice them, those organizations to bring whatever product they may have or whatever, right?
Avanish: Yeah. Mm-hmm. Onto forest.com. And specifically, there were two very large names that were customers of Salesforce on the Salesforce automation side. By then, these were BMC and ca. Wow. And these are companies I've been around for 30 plus years. Right. They were kind of old school. Yeah. They ran it basically between the two of them, plus IBM and hp. You had kind of the IT management framework for any organization. So the first order business was. Let's go bring BMC and ca [00:06:00] onto the force.com platform cuz then we have a message to CIOs that says, look, the companies that you use, you've been using for decades to manage your IT infrastructure. Also run onforce.com.
Avanish: And by the way, that's why you should be working with, with Salesforce and Sales cloud and force.com, et cetera. So that was the, the opening salvo in June of 2009. Let's pull on that a little bit.
Dan: So, I mean, I know you've had a lot of success while at Salesforce. What would you say, you know, is your biggest win you've had there or something that you're really proud of?
Avanish: Well, so I, I think there's two, two big things, Dan and, uh, and I'll kind of talk about each of those. So on the one hand, just continuing a bit of that, that story, I turned around and asked the question, okay, what have we discussed with B M C or c a? About building on forest.com. Oh, nothing yet. Yeah. Okay.
Avanish: That's fine. Uh, and then what are our expectations? And I kid you not the expectations coming from the top, or we want both those organizations who, by the way, mortal Mortal competitors to be announcing their [00:07:00] products on forest.com. We want their CEOs to be on stage with Mark at Dreamforce and we want full contract signed and everything committed.
Avanish: So of course naive me is like, so when is Dreamforce? I'm thinking maybe it's a year away. It's in November. Yeah. So I do the math. I'm like, ah, crap, we got four months. Yeah. To figure this out. So proud moment one was rallying an enormous number of people inside Salesforce. And that's why, you know, when we talk about Ohana, I mean, I truly touched, or we, myself and the team truly touched legal ops, rev ops, product platform marketing.
Avanish: I mean name a team, and we were trying to get stuff done. Number two really was from then on, it opened the doors for us internally and externally. To build a program, but underlying that, the most important part is build a team, uh, that could really take, um, our message and [00:08:00] convince a huge number of both established incumbents and a bunch of very innovative startups.
Avanish: To come work on the, on the Salesforce platform. And that was, that's something that I still, you know, get goosebumps when I think about that.
Dan: I mean, I remember obviously I was on stage at the time when we had both of them come up because we had to demo their stuff. Yeah. So it was, it was a pretty momentous time.
Dan: I obviously back then was a lot younger, didn't realize how, how groundbreaking it was. But obviously looking back now, I mean this really opened up. You know, that cloud you can build on cloud and, and these traditional on-premise companies are starting to see Salesforce as the, the leader of cloud. Into your point, it was obviously on demand, you know, back then or SaaS, and then you kind of built that whole platform as a service.
Dan: That's pretty, that's pretty
Avanish: incredible. Yeah, and, and honestly, Dan, one of the things that was not necessarily surprising, but probably one of the challenges at the time, these companies, they were multi-billion dollar [00:09:00] companies. They didn't feel that urge. They didn't feel the market shaking under them and frankly there was resistance Yeah.
Avanish: Inside those organizations because it was not a skill they had. It was, and it was not, by the way, just a technology change. Yeah. This was a complete business model change. Yeah. Right. Think about, and this is where again, because I had a consulting background, I think was one of the reasons the, the team thought I'd be one of the folks who could help.
Avanish: Frame this, which was, it was a technology conversation for sure. Right, but you were also thinking differently about your pricing model subscription versus large enterprise deals. I mean, these folks did multimillion dollar deals out of the gate, and now you're saying, well, it's gonna be X dollars per user per month.
Avanish: They didn't know how to do that. They did. Their systems didn't know how to do that, by the way. Then you talk about customer success. They're like, huh, what's that? So it was fascinating to take these lessons from, you know, a relatively young company called Salesforce and apply that to really [00:10:00] transform the rest of the industry and, and, you know, the team we built, which I'm still super proud of, to things that were somewhat amorphous and, you know, across the board, we created something that was just
Dan: magical, incredible.
Dan: Now, like, let's, let's take the opposite end of the spectrum. You know, what was something you struggled with or you know, how, what did you learn?
Avanish: Yeah. Look, a, again, I kind of alluded to this, but one of the things that was a bit of a rude awakening was, you know, we had been talking a lot about this, but if you think about a platform, and if you think about others building commercial products on your platform, there's a lot of services, a lot of things that need to be put in place.
Avanish: Anywhere from how they build it, how they test it, how they distribute it, how they scale it, et cetera. Mm-hmm. We had some of that. We didn't have all of that.
Dan: Yeah. Just kind of making it up as you kind of go along. I mean, obviously we were learning. Yeah. It worked great on
Avanish: PowerPoint. Yeah. Right. And then you kind of said, ah, crap, they're really gonna be putting [00:11:00] this on commercial offering and we need to start transacting and tracking.
Avanish: So I think some of the lessons were around how do you fly the plane? Mm-hmm. While you're still building it somewhat and fly it with one engine while you're putting the other engine together. It was thrilling, it was exhilarating, it was exhausting. Right. All of those at the same time, because you're on the receiving end of a lot of, you know, very senior leaders who've kind of committed somewhat their future, their careers on the other side of the table to saying, Hey, you folks said we could do this, this, and this.
Avanish: Hmm, not quite. When are you gonna make it up? When are you, when is it gonna launch? When is it gonna be ready? So those were some of the, the lessons that, again, it's those of us who've been in the business of software, we know that that's how things operate. But it is sometimes challenging to, you know, to make sure that you've got all the resources aligned up to, to deliver on that.
Avanish: If you could
Dan: go back to the Avanish just starting out at Salesforce, what advice would you give
Avanish: yourself? One, I try to keep my hair, which has been, you know, I've lost most of it in those years. [00:12:00] But no, I think, I think part of it was at the time, honestly, sometimes we didn't know what we didn't know. And uh, I think going around and asking perhaps some deeper questions and making fewer assumptions about, oh yeah, you know, that, I'm sure we can do that.
Avanish: But then you look under the covers and realize maybe it's more complex and not as ready as one thought. So one thing I would definitely do, and I think it's something I've tried myself to do and asked my, any team that I work to do, is ask the tough questions, right? Don't be, you know, don't gloss over stuff and kind of go deep and, and particularly in stuff like this, really understand the technology, understand its capabilities, understand its limitations.
Avanish: So that you're, you know, you're truthful and you're candid when you need to be. I think that's an
Dan: incredibly valuable lesson cuz you know, like, especially with any new innovative technology, kind of, we're learning as we go and, and I think that's right. Just asking the hard questions so that. You know, you can [00:13:00] communicate that effectively.
Dan: I think that's great. Now, I, I asked this of all my guests and, and I want to ask you about the meaning of Ohana because it's, it's hard to describe, obviously, you know, and I feel like everyone describes it a little bit differently, but what is, what does Ohana mean to you? Yeah.
Avanish: Look, I, I, I look at it in a few different ways, right?
Avanish: I think often we, we think about it as the internal. Value and culture and dynamics of Salesforce. Yeah. In my role, I have to say, I thought of the Okana in a much broader way, which is, it's about trust. It's about who can you trust within your team across the organization. But you know, having responsibility for partners and helping them think through about how to build a business, about how to transform the business, how to frankly make some bets on us and with us.
Avanish: To me, The Ohana is all that. And the root of it is, you know, what I think has still been Salesforce's number one value, which is trust. So how to establish [00:14:00] trust-based relationships where when you need something, when you need someone, they're there for you and vice versa, you are there for them. So that to me has been kind of a, a major takeaway that it's not transactional.
Avanish: It's about building long-term trust-based relationships.
Dan: Yeah, I love that. That's a great example. I mean, cuz I, I think about what we were talking about earlier, you and I, you know, and, and just the, the amount of trust that we built, and I feel the same, that I can always count on you and you can count on me if you need something, right?
Dan: Yeah. And I think that's pretty awesome. Yeah. So before we get into our next segment, I just want to ask you like, are there any special behind the scenes. You know, ohana moments that we would share over drinks that you want to share with folks, like, you know, moments of trust or just funny times that it's just like, this is such a Salesforce
Avanish: story.
Avanish: Well, there's one that kind of became legend on the team. Like I said, we, we worked with these two major companies in 2009. We launched them at between, you know, after that things really started to to scale pretty rapidly. Just before [00:15:00] Dreamforce 2010, we had set up a call between Mark, our c E O. And Bob Beam, the CEO of B M C.
Avanish: Just a check-in call because we were gonna have Bob again a year later. You know, come on stage and talk about how things were going. This is Friday before June four starts on Monday and Friday afternoon, right after the call. It's only one-on-one. It's the two of them, one-on-one. All of our blackberries at the time start exploding.
Avanish: Turns out the two CEOs, as was their right, decided that we were going to expand the relationship and by the way, rebrand it and announce it. Tuesday morning we are reading this and we're like, oh, it was never easy. These are hard negotiations. There's a lot of variations. So we worked through the weekend and the two memorable moments I'll share, which I have never shared before in public, but now it's, you know, 10, 11 years, 12 years old.
Avanish: So one of them was a moment on Sunday night where there's a thread [00:16:00] with Mark and some of the senior most people at Salesforce around brand. One of the decisions they had made was we were gonna rebrand this, I think, which used to be called bmc, remedy on forest.com. We're gonna rebranded Remedy Force, and our legal team just lost it.
Avanish: They're like, we've protected our brand. We suit anybody who uses, you know, anything force and there's no way we can allow this, there's, et cetera, et cetera. Uh, and Mark's response to that thread was, Just do it. So that was Sunday night and the rest of us were like, oh, okay. I guess we're doing this. Yeah.
Avanish: So that was one. Then the second story, or second part of the story was, this is Monday now, and we spent all day locked up in a room. Turns out Monday was my birthday, and literally, I pulled my second all nighter at Salesforce, and that's where Johanna came in. It was legal, it was Ron Huddleston, who I [00:17:00] worked for, who you know, we all miss dearly.
Avanish: Yep. Brad Armstrong from the legal team. John Moss, head of legal. Oh yeah. Uh, partners Legal. George who getting ready for Dreamforce the next day on the phone with us at two o'clock in the morning because we had some terms, we were still negotiating. We signed this thing at 6:10 AM We put it on the wire at 6:15 AM This is all in the city, in the office.
Avanish: I came home and I was supposed to be hosting Bob when he came to Dreamforce. So at six 15 I left, I drove home. This is pre-Uber, pre any of that. Yeah. I drove home with no sleep, showered, put on a suit, and went back to host Bob. And that became a bit of one of those stories of, ah, you know, we just do what you have to do, everybody pull it together and we got it done.
Avanish: I
Dan: mean, I love that story cuz it's like whatever it takes, that is a true essence of what it was. Back in the day and, and to a degree probably what it is now to, to some degree, but what an [00:18:00] incredible story. I'm so glad you brought up Remedy Force because I do remember like all of that coming down and being such a huge announcement for us.
Dan: So, I mean, kudos to you on pulling that off. Oh, again, and it was a
Avanish: team effort. Everybody, and, and I mean everybody, you know, the marketing team, the, the events team holding off and saying, Hey, what are we announcing? Is there a logo? Is there. You know, what's the story? Et cetera. Yeah. And, and again, it's the kind of stuff that happens literally in the, the back room in the middle of the night.
Avanish: Yeah. And, and by the way, it was on both sides, right? They, they had to come through as well from the BMC team. And we built, again, back to the trust. I still talk to those folks. We're all friends. It's about, you know, building relationships, right? Yeah.
Dan: And, and I remember just from my small piece was having to create a demo with.
Dan: With their product manager around Remedy Force and working with them. Cuz I had to drive the demo. Yeah. And actually then help write the script with whoever was gonna actually, Dr. Demo that, and I think it's right [00:19:00] was George at the time. But anyway, what an incre. I love that story. That's such a great story.
Dan: Aish.
Avanish: No, it's, it's, it's, and again, it sticks, right? Because it, it's, it was again, at the time in the midst of it, And it was my birthday, right? So I missed my birthday with my family. And they're like, seriously? I'm like, yep, I'm, I'm stuck here. But in hindsight, it was, I have obviously the right thing to do and what, you know, what a what a joy.
Dan: out of the gate. I mean, those are those moments. I mean, that is definitely a true definition of ohana. So it's great. All right, so let's get into our next segment. What's cooking? So you're now a board member and advisor for several tech companies.
Dan: I want you to talk about how you got to where you are now and like what your journey's been like post
Avanish: Salesforce. So frankly, since then, Dan, it's been a privilege to frankly be called by a number of companies and say, Hey, that's stuff that you and team did at Salesforce. [00:20:00] Can you help us think that through as well?
Avanish: So I left Salesforce in 2014. Went to one of the partners, which subsequently Salesforce invested in, called Demand Base. About a year later, our friend Jim Steele called me to join him and crew at a company in Provo that they had joined, called Inside Sales, another early, very early AI platform story to build their partner ecosystem and their strategy.
Avanish: That was not a, not a huge success, and again, a lot of lessons learned. And then as I was thinking about what's next, ServiceNow called me. So like, so hey, this stuff you did at Salesforce, we, we want something similar. So did that for a bunch of years. During that time, one of the partners we worked with at Salesforce, which at the time when we did the deal, was a tiny company called HubSpot, and they had a board opening.
Avanish: They're like, we want, you know, to bring people on the board who have specific backgrounds and skills. We've got the former CFO of NetSuite. We've got the president of Atlassian, former head of E of International for eBay, and one of our [00:21:00] gaps is this notion of platforms and ecosystems. Would you be interested?
Avanish: I was like, whoa, that that is actually really cool. I'm honored. This is great. I. So that became kinda the beginning of my, in a next phase, which was how do you bring those lessons learned again, the good, the bad, and the ugly to other organizations. And then that led to, you know, building that out with ServiceNow.
Avanish: Then I got a call from the folks at Google Cloud with exactly the same. Mm-hmm. You know, how do you, can you help us think about our ecosystem strategy? And recruitment of third parties to build on our cloud platform. So all very similar. Yeah. And truly, Dan I, all of that back to Salesforce, I think that's where there was tons of learning.
Avanish: And candidly, I've recruit, we recruited people. There's some folks who work with me at Salesforce who have now worked with me three times subsequently. And there's something very special about what that, what that kicked off
Dan: with the teamwork. Yeah. So, I mean, the fact, the fact that you've had such an incredible, you [00:22:00] know, obviously career post Salesforce too and, and creating kind of these platforms and ecosystems, what challenges are you seeing in the industry that now, like I'm, I'm curious for other companies that are out there trying to do the same thing.
Dan: Look,
Avanish: I, I think there's a few. So let's start with the, the, the very basic, it's hard. This is not an easy journey. Fleshing that out hard means. You need to align a whole bunch of folks. The board needs to be on board. The product leadership needs to understand what it means to build a platform, and by the way, how to perhaps work with competitors.
Avanish: Yeah, because if you're a platform, maybe if you're not really. Very open. I'd argue you're not a platform, right? You gotta have, obviously, sales and marketing working in conjunction. You gotta have this customer success function, which frankly I had never heard of until Salesforce. But imagine orchestrating that and then saying, oh, by the way, this is not an overnight success.
Avanish: It never was, never [00:23:00] will be. You gotta commit for the long term, right? So that one, it's, it's really hard and it's expensive. The other issue is, and I say this with. With no malice, it's not for everybody, right? So as much as we think, hey, this is how it's gonna be successful, you really need to think from a strategy perspective, if this as for you as a vendor provider, is even contemplating this, this is the right strategy, right?
Avanish: Because it may not be. So sometimes as a bit of that shiny object element, you also have to put a bit of reality check or, or splash or cold water on it sometimes, and that's what I do in my advisory role sometimes. Is ask those questions, which is, you know, are you really committed to this? Does it make sense? And if so, are you willing to, you know, play the long game.
Dan: Let's get into our final segment, the Future Forecast, cuz this is what I want to talk about, how you're thinking about the future. What do you envision as the future? Of the Salesforce
Avanish: ecosystem? Well, that's a, that's a tough one, but I think the industry is going to, we are still in the beginning phases of, of the real digital transformation, let's be honest. Right. I think the pandemic showed how much we've become dependent, uh, upon technology and, you know, whether it's back office, which customer facing, which we're just gonna wear.
Avanish: Salesforce exists where it's e-commerce. I mean, just by way of sheer numbers, right? Only 20 to 22% of workloads have moved to the cloud so far, by the way, right? So mm-hmm. Tons of growth still for, uh, aws, Google Cloud, Azure, et cetera, just at the infrastructure layer. Then I think about the applications on top of that.
Avanish: And again, uh, the numbers are somewhat all over the place, but it's probably no more than 30, 40% of those apps. They've really moved to a kind of a modern stack. Right? So there's room to modernize, room to grow. And then of course, you know, [00:25:00] we have ai and it's been fascinating, fascinating to see. How that's evolving.
Avanish: You know, just to plug in, my friends at HubSpot this week, we launched chats, spotts.ai, check it out. I mean, you're, you're the demo. God, Dan, that thing is mind blowing. Look, I know you're well connected.
Dan: You give advice to a lot of, you know, younger aspiring tech leaders out there. What, what's your number one piece of advice for those leaders
Avanish: now?
Avanish: Well, I, I think since we're in the midst of a questionable economic period, first and foremost is be patient. I think there is a tendency to kind of be very quick to react and respond and, you know, be a little bit, uh, nervous about kind of how the changes are going to. Affect you. This too shall pass. As long as you believe in the vision you have in the product you're, or service you're building, and particularly the team you've got, hang in there.
Avanish: That's I think [00:26:00] job number one. Just hold on. And by the way, the converse of that is if you don't really believe in your idea, then, then this is a good time to. Jump off the train. No harm in that. And you've, you've learned a lot and just swinging
Dan: again. That's great. Yep. Exactly. So before letting you go, I wanna have a little fun with a lightning round.
Dan: You ready for this? So secret skill that's not on the resume. You know, I
Avanish: love barbecuing and I grew up in Brazil and having a, a nice good barbecue with, with a, a beer or a, a drink is something that I, that really
Dan: relish. What, what's your favorite meal to cook?
Avanish: So it's called, the Cut is It's a Brazilian cut. Okay. You can actually get it.
Avanish: It's some of the Hispanic or Latinx supermarkets here in the Bay Area. It, it just melts in your mouth. I'll have to check that out. I'll, I'll send you a link. Yeah. Okay.
Dan: Good. Best way to spend an evening after work.
Avanish: Always with friends, always with small group of [00:27:00] friends. I, I'm a, I'm a bit of an introvert, which most people don't believe and, but having 3, 4, 5 friends and maybe my, along with my wife and the kids are around nothing better.
Avanish: Favorite brand of anything. Ooh, that is a tough one. You know, when I look around, I look at my desk here, I think I've got seven Apple devices around here, so that it's an easy answer. Maybe it's a bit of a cop out, but wow, what an amazing transformation and experience. The
Dan: fact that you brought up Blackberries earlier, gave me, um, a, a twitch, because that's all we lived on.
Dan: Exactly. You just won front row seats, tickets to your dream event. What is
Avanish: it? Look, I've been privileged to have been to a lot of my dream events, but I would love to go back to a soccer World Cup final where my home country, Brazil actually plays and wins again. I saw the win in 94. That was a long time ago.
Avanish: I'm ready for another one.
Dan: Wow. That's awesome. Avanish, thank you so much for being on the show today. You've been an incredible guest. I mean, but before I let you go, is there anything you wanna tell [00:28:00] inside Brought
Producer: to you by friends qualified share plug, conversational sales and marketing company that's on a mission to transform the way B2B company sell.
Producer: Go to qualified.com to learn for having me. If you enjoy the show, please take a moment to read and review it and tell a friend I I'm in
Avanish: gift. That mode you for listening and part of giving back is frankly bringing some of these lessons. Of my own and of others who've been down this journey. So I actually launched a podcast called The Platform Journey and will love for those who are interested, take a peek.
Avanish: It's in all the podcasting platforms and will love for you to listen and frankly gimme any feedback. You can always find me on LinkedIn. That's my platform of choice. So it's . On
LinkedIn.
Dan: So everyone check out his podcast, Avanish. Thank you so much again, love the stories that we shared and, and hopefully I'll see you soon.
Dan: Thank you, Dan. All right, take care.
Producer: Inside The Ohana is brought to you by our friends@qualified.com, the conversational sales and marketing company that's on a mission to transform the way B2B company sell. [00:29:00] Go to qualify.com to learn more. If you enjoyed the show, please take a moment to rate and review it and tell a friend. Thank you for listening.