ISEs3 Ep7: Tim Riesterer - Chief Strategy Officer, Corporate Visions + Chief Visionary, Emblaze

Erich Starrett: 00:00:00

Hello everyone and welcome to Inside Sales Enablement

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Season 3 Enablement History.

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Joining me today on the

Orchestrate Sales property, Mr.

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Tim Reisterer himself, the Chief

Strategy Officer of Corporate Visions.

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He's not only been there from the

beginning, he's been there before

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the beginning and has so many

different , things going on in the

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present has such a storied past and

Tim, I'm so excited about the future,

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especially with a couple of the recent

announcements, including the partnership

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with the revenue enablement society.

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=

Tim Riesterer: You know, when you, when you get invited to something

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like this, it does have that feeling.

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Of like when you get the lifetime

achievement award kind of means like your

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best work was behind you But thanks yeah

There's a lot of a lot of memories and

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a lot of history in enablement and and

tarted out in in december of: 2000

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I was recruited out of a small

Milwaukee, Wisconsin, where my

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home is, based marketing firm.

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We were doing B2B marketing.

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, and if you look back on it now, like 80

percent of what our agency did at the

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time, remember the timeframe, was we

built sales collateral for salespeople.

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And I think , the funny thing is

that, you know, the kind of stuff

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that ended up in the trunk of a

salesperson's car and never got used.

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So that was sales enablement.

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We basically created ballast for the car.

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and I was recruited by a

company called Ventaso.

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And that may be a name that has or

has not come up but it was , the

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precursor to the current day

modern sales enablement platforms.

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We didn't call it that back then

because it was creating automated

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RFPs, automated proposals, automated.

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Email, letters , even some PowerPoint

decks and automated collateral pieces.

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It seemed brilliant and it demoed amazing.

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,

but how complicated it was to , implement.

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You had to create these little bite sized

chunks of content called data gems that

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once a salesperson put in some inputs, it

would dynamically assemble these things.

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like I said, it was the precursor of

today's sales enablement, but it was

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a little ahead of its time and it was

just a little too hard to administer.

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Most marketing people and others who saw

this were like, I did not go to school

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to create copy and content in a database.

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So we spent 50 million in venture

capital across four years,: 2000

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And, we wanted to create a category.

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And I, I'm going to admit

right now, I blew it.

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I named our work customer message

management because it was C.

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R.

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M.

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Customer relationship management.

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That was all the rage, right?

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Salesforce was just taken off

and trouncing Siebel at the time.

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So I'm like, if we're gonna have a

category should be adjacent to C.

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R.

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M.

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How about C.

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M.

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M.

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Customer message management?

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Because that's what we're

really talking about here.

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We're talking about having a better

conversation, better presentations,

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a better customer message.

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And we put some time and effort

into that brand and, and that

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name and no one knows it.

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And so there you go, Erich, my beginnings

in sales enablement were inauspicious.

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and then four years later, we

were, we were code in a shoe box.

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At a law firm,

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it was, it was a ride, and you

have to have some of those in your

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career to, like, be part of the

story, somewhat of an epic failure,

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but yet an epic launch pad as well.

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Erich Starrett: Well, uh,

Craig Nelson ring a bell?,

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Tim Riesterer: You know, so

then the Isenteras and the

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Savos of the world appeared.

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Um, and I had moved on

into my own business.

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So I started I took the phrase C.

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M.

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M.

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And I started a company around it

because it was available because

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the company was out of business.

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And so I created a messaging consulting

practice where we went in and created

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what we call sales ready messaging

out of your traditional company and

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product centric messaging And that's

where I ran into craig at eisenterra

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and john aiello at savo Because they

had the technology now and i'm like,

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yeah, you guys now you here's the

torch you can do the tech part I'll

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do the services part and so I had some

really nice partnerships with those guys

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building the messaging and the content

assets that these tools would Serve up.

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That's when you really start to see the

phrase sales enablement start to come out.

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people would ask all the time What

what does sales enablement mean to you?

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And I said, well, It's the picture of

in one hand you're pulling marketing

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closer to sales The other hand you're

pulling sales closer to marketing and

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you stand in the middle trying to bridge

this gap with all responsibility all

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accountability and like zero budget

and authority That's sales enablement.

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What a great job.

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This is awesome.

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And, it needed to be done.

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It felt like you were doing God's good

work by trying to bring these groups

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together, span the gap, like reframe

marketing stuff to be useful for sales.

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And then they gave it a

name sales enablement.

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And then it became a

department sales enablement.

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Then it became a technology

sales enablement.

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But it really what it was

first was, Self defense.

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You know, like I got it.

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We're getting a bunch of crap that

we can't use and it goes in the

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trunks of salespeople's car, now

it just goes on their hard drive

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and it just becomes a disaster.

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So, , what became sales enablement.

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Was born out of self defense, just trying

to bring marketing and sales together.

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Erich Starrett: That is a new tagline.

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Each episode there's a new t shirt and

I think that's the one we're printing.

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So when did you first hear the

words sales enablement and what

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did and what do they mean to you?

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We got into that a little bit.

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Tim Riesterer: Okay, so I don't know

who said the words first, but,, all I

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know is the technology companies had

the most money to say those words.

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So whoever said 'em, the ones

who popularized 'em where

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the tech companies for sure.

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And, the same reason in my 1st

incarnation in a tech company that failed,

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we were trying to create a category.

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This, generation of tech.

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came up with a better phrase or at

least popularized a better phrase

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that has now stuck for, 20 plus years.

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,

and so yes, what it used to mean to me was the alignment of marketing

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and sales in service to how you

appear in front of the customer.

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I used to joke how you appear in front

of the customer with your lips moving.

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I always tell this story

to begin all my keynotes.

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And anybody can write this down if you

haven't heard me tell this story, write

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down three numbers, 103, 12, and 88.

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103 is 103 million hands of online

poker that they've studied, and

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determined that only 12 percent

of the time the best hand wins.

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88 percent of the time

the best player wins.

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And I look at that as like the

spirit of sales enablement.

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You're trying to equip and

build the best players.

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The best players can win regardless

of the hand they're dealt.

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And by hand I mean your

products and your services.

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The reality is They all look the

same, sound the same, smell the same,

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taste the same to a customer anyways.

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So the real distinction, the last bastion

of differentiation, is a salesperson.

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The best player.

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The one who tells the best

story with the best skill.

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And, and so that's enablement.

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Your job is to pull your company

out of the commodity trap by

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creating a differentiated buying

experience through your sellers.

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And that when all things are

considered equal, you win.

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So your job is to make these best players.

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Your job is to help make

that 88%,, regardless, of

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the hand that you're dealt.

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Buying is, is a journey of

many conversations.

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Multiple decisions, right?

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Questions that must be answered.

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Why should I change?

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Why should I do it now?

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Why should I choose you?

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Right?

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We know those questions and

facilitating those answers.

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Is now the commercial team's job, and

it's the enablement team's job to equip,

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your commercial teams to help answer

and facilitate those questions because

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your job is to facilitate a decision

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.

And so, the best player wins, enablement creates the best players.

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That's my second t shirt.

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Erich Starrett: I was going to say

there's at least another one in there.

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I, jotted down helping 88 win

regardless of the hand, they're dealt

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Tim Riesterer: I mean, that's just it.

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When I go and do that at a sales

kickoff and I say, That 88 percent

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of the time the best player wins.

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I look at out in the room

and I'm like, that's you.

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That's literally you.

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What you want to do.

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And I I'm I'm I'm polite about

this is as a salesperson.

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You want to complain that your

product's not good enough.

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Your price isn't right.

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And you blame all the other things that

are outside your control when the reality

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is most of the win is within your control.

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So now what are you going to do about it?

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How are you going to own that?

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And the way that it happens is Through

what enablement brings to them.

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So it's a huge job.

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It's, has so much strategic potential, and

I still think like there's now going to be

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a third epoch of sales enablement, right?

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It's, not just the bringing

marketing and sales together and

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doing it out of self defense.

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And it's not just a glorified training

and collateralization and alike.

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It's, a new epoch coming that is

going to take the strategic altitude

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of sales enablement to another height.

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And the opportunity to demonstrate

impact far beyond what we've

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been able to show so far.

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Erich Starrett: I love that, Tim.

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And this is a great segue into first.

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The sales enablement society clearly

you were there before it and we're

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helping you generating the platforms

that we're driving the conversation

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that we're getting people to think the

way you're even speaking right now.

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Tim Riesterer: You know, I

was like, Oh, look at that.

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They did a thing.

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And, it was interesting because

, you know, full transparency.

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The world's so authentic now, in the early

days, I was, I'm just viewed as a vendor.

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And there was like almost a rule

that, vendors were verboten.

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We were forbidden, because all we would

do is commercialize and advertise.

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And now that's not I always

prided myself on the work we did.

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We did original research.

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It was thoughtful.

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It was rigorous.

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It was a legitimate sort

of cause and effect thing.

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And we could share that with the market.

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I don't care if you use my company or not.

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We just had some really good thought

leadership, but it just came under

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the banner of being a vendor.

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And so, the early days are

our company Corporate Visions.

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We had our own sort of industry customer

summit because we have on average, um, 250

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to 300 active customers in any given year.

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And we would share all that content there.

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The thing I will tell you is over

the years of running our own customer

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summit, the titles that showed up let's

say: 2008

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showed up were not sales enablement,.

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2012 to just before COVID.

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And I feel like they were the same exact

people like I recognize them, but they now

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had a new title called sales enablement.

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So what I will say is I felt like I

was running in a parallel path with

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the sales enablement society with

our Corporate Visions Client Summit,

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which was geared to sales enablement

people, they happen to be our

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customer base but I saw that sort of

groundswell of, title change, going on.

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And so I'm excited that I'm going

to be more active and engaged with the

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sales slash revenue enablement society.

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Excited again about the future

on so many levels, including the

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partnership with the society.

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Erich Starrett: Tim, I'm curious, what's

your relationship with the founding

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positions of the sales enablement society?

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Tim Riesterer: I think the the founding

positions in many ways were prescient

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in terms of the opportunity that

would be available to somebody who

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wanted to solve this set of problems

now, whether or not we as let's just

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say sales enablement folks have been

able to grasp hold of all those.

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I think is the bigger question.

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I think that's the

challenge with enablement.

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You could put a lot of

things under that banner.

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And I think companies

struggle with that every day.

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First, does enablement roll up to

sales or does it roll up to marketing?

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is it the last mile of marketing into

sales or is it the first mile of,

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stuff from sales into the field.

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And, that's, I think like

a 50, 50 split right now.

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So the idea of having an endpoint

number two is like cross functional.

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I don't know.

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I think you, you have to function cross

functionally, but it's really hard to

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define that in an organization and people

have a hard time resourcing that they

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have a hard time budgeting for that.

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I think these founding principles

are, , we're hoping that maybe corporate

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inertia would surrender to this vision.

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And I haven't seen that yet.

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In fact, sometimes my worry is that,.

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As the commercial engine has expanded

from including marketing and all forms

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of selling and even customer success, and

they're being like a single through line

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that a customer should experience, right?

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My experience as a buyer should

with your marketing team, your

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selling team and your CS team should

feel like a seamless experience.

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I think that's why the move from sales

enablement to revenue enablement.

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Totally makes sense on paper because

that has to be an integrated effort.

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My question is , when are

organizations going to be able

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to actually make that happen?

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Because you have a head of CS,

you have a CRO, you have a CMO.

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my concern is that trying to bridge all

those gaps, like that, then , the risk

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is that you are going to end up roadkill.

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What I'm hoping to see, and I

I'm starting to see, but I'm

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wondering where this lands.

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Is that going to be a senior sales

enablement leader that figures that out?

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Or is that going to be some

sort of revenue ops leader where

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sales enablement is a component?

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Because they said these are

your pieces sales enablement.

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and I think that all depends

on who's in the seat.

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Like, what's their origin story?

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I'd be a messenger.

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Trainer developer, um, let's go find some

places where there's constraints in the

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pipe and go after that with initiatives.

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But I wouldn't do this.

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I wouldn't do that.

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You just can't say we

want to be this right.

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We also now got to figure out again How

to do it across those three disciplines

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marketing sales cs how to do it within

the confines of an incredibly more

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dense tech stack than we had when those

principles were being developed I don't

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think we saw the tech stack like it is

today coming and we didn't see AI coming.

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And so I do feel like something that

looks more like revenue ops is going

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to potentially be the banner here.

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, enablement folks, like, we're

going to have a huge role in this.

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and that data is going

to be super important.

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The business outcomes we're going to go

after should inform everything we do.

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But my view of the future is we are

going to be running growth plays.

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And our job is to take here's the

business outcome that's been identified.

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What needs to happen in terms of

the process, the leadership, the

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message, the skills, and how does

that get packaged into, an all

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encompassing play that you can deploy.

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Into the right field team or

teams that need to make it happen.

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Our job is exceedingly important, but

the dashboard and the data is going

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to dictate or identify the initiatives.

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And we're going to need to

bring those initiatives to life.

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And so we're going to bridge.

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Here's the data, the business initiative.

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Now, how do we get our field to do it?

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Because none of it happens until the

field does something and that's us.

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And so Chief Productivity Officer, I

don't know, maybe Chief Sales Execution.

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Officer, because I always say there's

a big gap between the data and the

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idea and a salesperson's lips moving

and somebody has to bridge that gap.

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And and the thing is that there's

a huge gap between the plan and the

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data and the customer saying yes.

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And that's where a salesperson shows up.

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So our ability to help drive sustainable

change, and programming, I call them

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growth plays, with all the pieces, that's

gonna be, I think, where it all hits.

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So we have to be fanatical about helping

execute the direction that the data

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points to, and , getting it to done.

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Erich Starrett: So Tim, one of the

things that I'm so curious about with

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you and applaud that is unique that the

listening audience might not realize

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is that you are the chief strategy

officer of a premier global enablement

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company and enablement reports to you.

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So through that lens,

share a little bit about.

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Why enablement reports to strategy

and be what that might look like.

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And we'll start to sneak towards

the future in a future state.

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What would that ideal hierarchy be

if you were to help a client, to

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build from the ground up Greenfield.

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Tim Riesterer: Yeah, I'm fortunate

, the best part of my title, just

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chief strategy officer is I

can put my hands on everything.

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And that what's under my remit can

shift based on need, selectively sales

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enablement and marketing roll up to me

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in, in our.

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strategy description.

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It's really our go to market.

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And so I run our research arm,

I run our product development

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arm, and then our marketing arm,

and our sales enablement arm.

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So from the original research all

the way to loading up the salespeople

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feels like the strategy of the company.

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The strategy has a through line from

original research to sales execution.

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: 00:17:22

And, owning the product team.

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As well as the marketing team means

you can align those things so that when

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: 00:17:30

something comes out on the sales end You

haven't had the product team doing an end

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run and talking to sales and doing their

thing the marketing team doing an end run

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And going to sales with their thing In in

effect, I get to control it You know what?

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and that's why I like Orchestrate

Sales But the reality is I I get to

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control it And it should be controlled.

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Like, I mean, like what makes it to the

field, how it makes it to the field, how

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it's prioritized, in what form factor it

goes, and in what cadence it comes out.

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I love having all that, strategy

responsibility because you feel like

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you aren't like just giving the strategy

and then crossing your fingers that

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it becomes a reality because that's

the gap right between strategy and

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effectiveness is like it hits reality.

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: 00:18:16

You can take it right down., to the

enablement level, the execution level.

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: 00:18:21

So, I'm not saying everybody's

going to be able to do that.

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: 00:18:24

Um, but it's a mindset at least,

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: 00:18:26

Erich Starrett: Well, and I've seen

a trend, sales enablement And sales

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and marketing reporting to the CRO.

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Um, is that a

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Tim Riesterer: and maybe even success.

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: 00:18:39

Um,

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Erich Starrett: there you go.

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: 00:18:40

Success as well.

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: 00:18:41

Tim Riesterer: yeah, I think chief revenue

officer as a title has a lot of promise.

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: 00:18:45

, but it, it becomes like a promotional

thing for the chief sales officer.

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: 00:18:49

And it still looks like

a C, chief sales officer.

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: 00:18:52

and they haven't moved the CMO or the

chief customer officer in that direction.

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: 00:18:57

And, then sometimes companies

want to have those career paths.

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: 00:19:00

They want to have opportunities

for people to take those positions.

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: 00:19:04

And if you don't have the right

person leading as a CRO, Everything's

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: 00:19:08

going to bend, to , the origin

story of the person in that chair.

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: 00:19:12

But that's the promise

of chief revenue officer.

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That they should see

this thing end to end.

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: 00:19:16

From all the work to create the demand

and have the client buying journey

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from the marketing the buyer led journey

where they're doing their own work

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Be under the revenue officer because

again that that singular thread that

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customer through line the experience

being organized and integrated It'd be

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great if the CRO owned that end to end.

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And I think it's on the table because

we're starting to see the title.

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And I think companies are just going to

have to figure out how to legitimize that,

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, with the rest of their org structure.

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But there's promise there.

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: 00:19:50

Erich Starrett: So, Tim, let's

go boldly into the future.

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: 00:19:54

1 of the things that I'm very

excited about is an upcoming,

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, summit happening in Chicago land.

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: 00:20:02

, and I'd love to hear your take

our listening audience and thank

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: 00:20:07

you again for the alliance with.

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: 00:20:10

Orchestrate sales inside

sales enablement podcast.

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: 00:20:13

We're going to have a code for everybody

in the speaker's notes thank you, Tim.

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: 00:20:18

Very much.

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: 00:20:19

Uh, anything that you would like

to share about the future, that

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: 00:20:22

summit , and parting shot.

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: 00:20:24

Tim Riesterer: Yeah.

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: 00:20:24

So it's called the digital now

revenue summit in recognition that

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all selling is digital selling.

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: 00:20:31

, our data shows that.

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: 00:20:32

All selling, including traditional

field selling up to 70 percent

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: 00:20:36

of your customer contacts and

experiences are virtual digital.

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: 00:20:40

And that just changes

the game for everybody.

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: 00:20:43

, C.

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: 00:20:44

S.

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: 00:20:44

has a track sales enablement has a track.

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: 00:20:46

There's a lot of sales

leadership tracks at this thing.

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: 00:20:49

It's sponsored by Emblaze.

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: 00:20:51

A selling community made up

of sales leaders that Corporate

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: 00:20:54

Visions, has acquired , and now

presents an industry conference.

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: 00:20:58

It is not a Corporate Visions

commercial or conference.

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: 00:21:00

It's literally its own community.

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: 00:21:03

And the research is there.

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: 00:21:05

, the cross functional

participation is there.

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: 00:21:07

Sales enablement and success

and a marketing with their

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: 00:21:11

own breakout track as well.

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: 00:21:12

So we're trying to create the wide net.

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: 00:21:16

For leaders, revenue leaders in

all those areas of responsibility

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: 00:21:21

to come to the same room.

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: 00:21:23

And work on these problems together.

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: 00:21:25

Last year we had 700 some people.

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: 00:21:26

We're hoping for a thousand

this year and we'd love to have

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: 00:21:29

all the listeners be there.

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: 00:21:31

Erich Starrett: Well,

thanks Tim insider nation.

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: 00:21:33

Don't miss the opportunity to see

this magi of enablement in person in

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: 00:21:39

Chicago, April 2nd to 4th, we'll get

you the code in the speaker's notes.

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: 00:21:45

Tim, can't wait to see you

face to face there along with,

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: 00:21:48

I'm sure up to a thousand.

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: 00:21:50

We'll try not to break the

place, of our listeners.

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: 00:21:53

Thank you for all that you have

done are doing presently and

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: 00:21:56

continue to do for the profession

and function of enablement, sir.

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: 00:22:02

Tim Riesterer: Yeah, it's been an honor.

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: 00:22:03

Thanks, Erich.

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: 00:22:04

Appreciate it.

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: 00:22:05

Take care, everyone.