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In this episode of the Science of Selling STEM, I had the pleasure of hosting David Vanden Boom, the Director of Sales at Hoover Circular Solutions (Hoover CS). He has experience in oil, energy, and chemicals, and is an expert in coaching, negotiation, business planning, operations management, sales, and market research. David is a self-directed professional with an MBA specializing in management and organization theory.

Hoover CS provides sustainable packaging solutions that facilitate circularity across the supply chain, yielding an optimized environmental footprint through reduced plastic, water conservation, and lower greenhouse gas emissions. It achieves that by combining its large rental fleet of reusable IBCs, catalyst bins, and ISO tanks with integrity management and fleet management services. The company paves the way for customers across the chemical, refining, and general industrial end markets to move away from single-use containers.

David started out as an elementary level teacher and moved up to teaching at the collegiate level before transitioning into the finance industry. He, later on, got into the chemical industry where he started in sales, and has thrived to where he is today. David’s wisdom in how to grow in a sales career all the way to the top is incredible, and you will definitely benefit a lot from what he will share. So make sure you don’t miss the episode. And as always, if you need help with any sales or leadership issue don't hesitate to book a complimentary clarity session with me HERE

On Today’s Episode of the Science of Selling STEM:

• Interesting career transitions: Starting out as a teacher and evolving into other roles before settling on sales (01:54)
• How he started working in the finance industry and some of his biggest takeaways from working in education (02:39)
• Leaping into chemical sales through a connection he made in finance (05:31)
• Why salespeople are always afraid to say, “I don’t know” (08:46)
• What he did to find his footing in chemical sales (10:27)
• The smooth transition he had into sales leadership and what helped him get there (13:27)
• Growing your team to go into new markets or territories (17:08)
• Situations where a sales person’s accountability is not an issue (19:31)
• Taking pride in the relationships he has built with customers and colleagues (22:21)
• Secret Revealed: A sales person’s greatest asset (23:55)

Connect with Wesleyne Greer:

• Wesleyne’s Website
• Wesleyne on LinkedIn
• Wesleyne on Facebook
• Wesleyne on Twitter
• Email Her at wesleyne@transformedsales.com

Connect with David Vanden Boom:

• David on LinkedIn
• Hoover CS

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Thanks for tuning into The Science of Selling STEM! If you enjoyed this episode and want to learn even more about what it takes to transform your sales, don’t forget to tune into our other episodes and share your favorite episodes on social media!

Join The Science of Selling STEM community on Facebook, Twitter, LinkedIn and visit my website for even more content, information, and resources.

As a sales manager, you are judged by the

performance of your team, and you're praised when they do

well. But one thing that you've not been able to figure out is

how to get everyone on your team consistently hitting quota every

single month. On the Snack size sales podcast, we discuss the

science of selling stem sales leadership in the science,

technology, engineering and manufacturing fields is

difficult. You will learn from sales managers just like you

that will give you actionable insights and tips on how to

develop as a leader and achieve your revenue targets every

single month. So pop your headphones in and get ready to

listen to my guests today. They will give you information and

inspiration to ensure that you have actionable insights that

you can put into place today. Hello, and thank you so much for

joining us for another episode of the science of selling stem.

today. My guest is David Vanden. Boom. How are you, David?

I'm very well, thank you Wesleyne

yourself.

I'm doing amazing. Thanks for joining us

today. So let me tell you guys a little bit about David. He is

the senior sales director with experience in oil, energy and

chemicals. He is an expert in coaching, negotiation, business

planning, operations, management, sales and market

research. He is a self directed professional with an MBA

specializing in management and organizational theory. So you

are a person after my own heart, well see chemical. That is my

world. So tell me, how did you start your career? And how did

you end up where you are today?

Sure. That is actually a really good question.

I have one of those long and varied experiences. I'm actually

a teacher by trade. And I started out the first decade of

my career teaching anywhere from the elementary level all the way

up to some of the collegiate level courses. From there, it

was actually a transfer into the financial industry, thanks to

some of the family members who had helped on the weekends. And

it was a hop, skip and jump over to the chemical industry where I

initially started with sales. So it's been transitioning always

from education, to finance and into the sales market. And here

we are today.

So tell me about you said you are helping some

family members out I always like to understand what exactly were

you doing in that financial market, helping the family

members

not a problem, my great aunt was long

standing financial advisor. And on the weekends, I would help

her while I was teaching. And she ultimately pushed me to get

some of the licensing requirements in order to help

her and help her clients at that point in time. So I did get my

series six and 63, and series seven and all the other

wonderful series that goes along with getting into that financial

field. So as I work weekends, and as I said during my day job

was teaching, and that ultimately moved me from

teaching into the financial industry.

So you went from being a teacher, so dealing with

our next budding generation, so you went from the budding

generation, to helping people achieve their retirement goals.

So it really sounds like you went from one end of the

spectrum to the other. So what in your teaching career helped

you in the new career path of financial services?

You know, I think when you're in the

teaching industry or in the when you're in the education

industry, you're always there's not a one size fits all, in

terms of education and how you teach a student as opposed to

teaching another student. And in the financial industry, the same

thing applies, especially when you're your funding, educator

funding retirement, somebody's retirement plans looks

absolutely different from somebody else's financial or, or

retirement plans at that point. So there's that, you know, one

of the best things from having a foundation in the educational

industry is that there's no time clock. Yeah, the kids are there

from eight o'clock until three or whatever that timeline may

be. But your job as an educator is, always extends beyond that.

And I know that that's the case in many different niche

industries. But having that foundation and education really

helped exemplify some of those aspects that not that you're

always on the clock, but you're always thinking about how you

can improve and how you can improve your students or your

clients or your customers. That's one of the really big

takeaways that I've had from education.

That's good and you have all of those licenses

and then you said you worked in the energy and chemical industry

so like your me and my husband all packaged up in one because

he was a financial advisor. They're in his previous life.

And so he's had to take all those certification exams also.

Wonderful. So now going into the financial services industry,

that's it's kind of like sales, right? It's kind of like your

first step into sales. So you took that step into the

financial services industry, and how did you leap over onto the

dark side?

Well, the dark side always comes across

either from a connection or from a headhunter. So that transition

to chemical sales was actually with a connection from the

financial industry. And it was an individual who I was helping

that said, Hey, I have a friend who runs a company, make it

really use your help, why don't you go meet with them. And

simple cup of coffee later, I was in sales in the fine

chemical industry.

So everyone, everyone, you know, one of my

favorite phrases about getting your competitors rejects, I talk

about it all the time on the podcast, stop getting your

competitors rejects. So someone said, Hey, you're really good at

sales. And financial service sales is not even b2b sales.

It's not b2b sales. It's not chemical sales, you didn't have

a chemical background, you were just a strong salesperson. And

they took a chance on you. So when you started that job as a

chemical salesperson, what were some of the synergies and some

of the Oh, my gosh, what did I do moment?

Well, I'll tell you what the first Oh, my

gosh, moment is you're jumping into an industry, I had no

background, I'm not a chemist by nature, you know, I did not have

a good educational background in chemistry or in the items that

we sold at that point in time. So my Oh, my gosh, moment is I'm

here. I'm excited. I'm ready to get out there. What is it again,

that I'm selling. And, you know, I think part of the the thing

that really helped me is a really enjoy building those

relationships with customers and with clients. So that take away

from the financial industry that take away from the educational

background and industry is is one of those where I said, Okay,

I'm really good at talking with customers and listening to what

they're looking for what their needs are, and building that

into kind of my whole conversation with going into it.

And that was my okay, what can I transition? Or what do I bring

with me to the table as I make this leap into the dark side of

sales?

The dark side. And I think that often times

when sales managers are hiring new salespeople, hiring someone

that doesn't know the industry doesn't know, b2b sales doesn't

know petrochemicals, like you know, any of that you need to

have a book of business, you didn't know the products they

were selling, you didn't know any of the customers. And it's

like, well, I don't have time to train them, right, and they want

somebody who's ready made. But at the end of the day, when you

get strong sales skills will outperform any day, somebody who

has a book of business, because you're scrappy, right? You know

how to listen to somebody you know how to say, Okay, I don't

know the answer to your questions, but I do know how to

write them down and go ask the other people that do know the

answers.

Correct? And that's the right way of putting

it. I don't know the answer. And a lot of salespeople out there

really have a hard time saying, I don't know that answer. But

let me get back to you. Because I know somebody who does have

that answer. And I know that we're going to have a solution

for you. Let me get back to you. And that is a great tip. That's

a really good comment that you have on there. Why do

you think it is that salespeople are afraid to

say, I don't know what is it?

A lot of times it's our own upbringing,

where a we're in sales, and we need the sales and whether it's

the drive from our bosses or from management that we need to

have all the essential tools that are, you know, we can pull

out of our pocket at any point in time taking a step back and

saying, I don't have that answer. I think a lot of people,

when they say that phrase, they ultimately think she lost the

sale. But I think it's just another step in continuing the

communication that you have with that customer client.

I love that. It's the fear of losing the

sale, especially, you know, when you're at a time of year, like

now we're in the fourth quarter, and it's like I need every

single conversation must convert. Right. And so it's in

your brain you have that thought, but I know a lot of

times, you know, I will tell people so I'm gonna get Mr by

trade. But a lot of times when I was in sales, I was calling on

engineers, right? And so I had to learn how to speak engineer.

And I would always tell my team when I was leading them, we know

our product. We know our product better than anyone out there.

The customer knows their product better than anyone out there.

It's okay. When they ask you a crazy off the wall question. And

you're like, I don't know. Let me go ask somebody who's smarter

than me. And what does that do? It brings down the barrier and

they start laughing right? It's okay. All right,

that's exactly correct. That's a great

point to bring home. It really is.

Yeah, I love it. So you got into chemical sales?

How did you find your flooding? How did you really figure out

how to start learning the jargon, figuring out those

customers,

you know, it all takes that picking up the

phone and calling customers that are their calling existing

customers, you know, having a conversation with not only your

teammates, or the people that are on staff or part of the team

of that organization, but also those that are broader reached

with the customers and client base, having those conversations

and learning the jargon, like you said, you know, learning how

to talk to them, but more importantly, how to listen to

them what they're actually looking for. So and that's the

biggest thing is listening to those customers and listening to

everything that's out there. And most of the time, we're so

focused, like you said, it's the end of the year, we're crammed,

we're trying to get everything done. We're trying to get

everything, you know, budgets accomplished and all of our

goals accomplished by the end of the year, that you take that

step and that meeting with the customer and listen to what

they're looking for, listen to how you can help them. And that

just builds that relationship from there.

That's so good. As a new salesperson that one of

the things that I love to say like, if there is an existing

book of business, go learn from your customers, ask them

questions, you're the new kid on the block, they're not gonna

yell at you. And one thing that we all know is everybody loves

talking about themselves. So they will tell you about their

research. They'll tell you about their awards and their patents

and everything that they've done to get them to where they are.

And you're just listening and learning and asking questions.

And then I also like to take it a step further, like, Hey, I'm

the new kid on the block. What do you not like about the

company? What have you had any issues, any kind of things that

you want me to bang up the chain? Right, like, open the

door?

That is so true. Actually, I love that

line, I still use the line. I've been in this industry for over a

decade now. And most of the customers that I have, or most

of the people that I meet, I still use that line. I'm new

here, what would you tell me that I'm missing? And once you

it's not a form of humility, but it brings down that wall between

you and the person that you're speaking with.

That's a great breaks the barrier, right? It's

the because that's what it is like you're new, I'm new. And

there's a wall in between us, who's going to knock this wall

down. First, we're going to talk about sports. We're going to

talk about the weather, we're going to talk about all these

niceties. But at the end of the day, I'm trying to learn and I

actually want to get your business, but you don't want to

actually talk to me about it, you feel like I'm wasting your

time. So let's figure out how to break it down. And you don't

always have to be so serious, because I think a lot of times

in these very technical sales that we're in, people are just

way too serious, right? It's just like, it doesn't always

have to be so serious. We can break down barriers sometimes.

Correct. It's a point of commonality to I'm

new, you know, everybody wants to help somebody, no matter who

you are, they're gonna want to help somebody out. So that line,

I'm new, that gives them the opportunity to teach you

something.

Absolutely. So tell me, you stepped into the

industry. And then you made in a sense into a leadership role.

What was that transition like for you? How did that work?

It was a smooth transition, I was very

blessed by having a really great team around me, and really great

individuals to work with that backed up by a great book of

business, or a great group of customers that made that

transition so smooth, it was almost like I was doing it

anyways. And once again, I go back and I reference my

background and education where, you know, trying to help

somebody out or trying to teach somebody or trying to learn or

continually learn has always been a great benefit and a great

benefit for anybody to have. If you're looking at going into a

leadership role. It's that building of a team or listening

to others, or the commonality that we had talked about that

you said, you know, breaks down those barriers that happens

internally are intrinsically an organization. And if you make it

a point that you're there to help them to help them succeed,

to help them to grow. And you not only say that, but you live

that type of philosophy, building a team and being in

charge of those individuals to help them grow. It happens

organically at that point.

So when you stepped into leadership, did you

have to build your team from scratch? Or did you inherit a

team?

A little above? You know, there was a

couple of members that were already existing, you know, that

I've worked side by side with and some where we had to go out

and we had to hire some folks for some territories.

So how was it from being friend to boss, talk

to us about that transition in your career?

I think the biggest stigma when it says

friend to boss, or you move to that type of relationship is

when you start talking about money, because you know, in any

type of atmosphere, money is still a very personal thing, and

you can't be afraid to have that discussion. And the more upfront

that you are about everything, the better that communication or

the line of communications between each individual on your

team is going to be available and going to be open. So it's

been my experience, money is number one, the most difficult

thing when making that transition from friend to boss

or to leader or team lead, whatever phraseology you want to

use with it, once that conversation is done, though,

and you're there to help the individual, you're there to help

anybody that's on your team to grow the team to grow the

organization success, I think it happens by itself, at that

point, you have to, you know, I'm gonna keep using the phrase

that you said, but you're gonna keep breaking down those

barriers and breaking down some of the different aspects that

makes individuals on your team not want to communicate with

you, you break those down, and everything becomes a lot easier.

That's good. That's a good perspective, that

going from really working alongside someone to having to,

you know, redirect them when they're doing something that

they shouldn't be doing or praise them. Whereas before you

guys were in the trenches together, it's like, oh, now you

know how much money I make, huh, we used to make the same amount

of money, but now you might be making a little bit more. And a

lot of times, that's where that infighting comes, because a lot

of times when people are moving up in the ranks, and they start

leaving their former colleagues, they have lots of issues. And it

sounds like you were like, Okay, we're gonna have this

conversation, we're gonna get on the same page. And then we're

gonna go out there and keep hitting these goals. 100%. And

then you started building the team. So in hiring or do you

said, you've built some new territories, so tell us as a

relatively new sales manager, or maybe even somebody who may not

be new, but they have inherited a team, and they're back filling

positions, but now they're in growth mode. And so they have to

define new territories go into new markets, what are some tips

that you would have for those people,

you know, for the individuals that are going

into new territories, or for the individuals that are growing

your team going into new territories, it all comes down

to conversations, it all comes down to listening to your

customers listening to the customer base in that area. And

if it's an individual that you're throwing into that new

territory, it's coaching them, it's coaching them, how to ask

the right questions, and how to listen, not necessarily just sit

there and think about what their answer is going to be to what

your customers saying, but to listen to the customer's actual

needs, and then applying those particular solutions, you know,

going into new territories, you're going to have the same

set of goals and principles that you had in your existing

territories, especially if it's a foundation that's based on

having conversations with individuals and building those

relationships for the greater good of both of you.

You talk a lot about listening and talking,

right and coaching. And so I'm curious if we were to survey

both your reps and your leaders, or your your managers, the

people who you report to what would they define as your true

leadership style?

Wow, that's a great question. I think they

would actually respond in very supportive, listening,

nurturing, and then through accomplishment, or successful

praise, if you will. Everybody has their own unique set of

skills that they bring to the table. And it's identifying

those set of skills, growing them, letting them know, Hey,

this is a great set of skills that you've got here, take that,

use that to your advantage as you go out, and you talk to

these customers, and you can really grow their own confidence

as their confidence grows. So do the communications and the

relationships that they have with those individuals. Does

that make sense? It absolutely

does. And it's always really hard to toot your

own horn. And so I like to kind of throw some curveballs in

there. So that's I was like, what would they say about you?

But I just did listening to you for the few months that we've

been speaking, I would agree with you right that they would

say that not only are you really able to meet your reps where

they are and speak their language, but you're also

holding them accountable and pushing them right, because you

don't go from inheriting a team to opening up new territories

and growing and building without doing some of those things.

You know, you brought up the term

accountability. And I think accountability is one of those

terms where if you've got a salesperson who is rockin and

rollin hit somebody who's hitting their territory and

building the relationships with our customers and clients, the

accountability portion of it kind of falls away because that

takes care of itself. Accountability would be I almost

refer to it as almost on the dark side of it. And it happens

to some points simply because if you have a rep or somebody who

isn't pulling their weight or or struggling, then that

accountability starts creeping up. Then you start looking at

your KPIs and what's going wrong and you're not hitting this goal

and you're not hitting these metrics. And that's a totally

different thing. Those accountability The aspects make

you take a step back and look at that individual on your team or,

you know, where are they struggling? How can you help

them? How can you help them grow? Does that make sense?

Absolutely. I have this, this little matrix

that I use. And I tell managers that every quarter you planning

to plot your people on it, right? And it's really a quota

and effort matrix. And so literally, you're like, where

are you? Are you at quarter? Are you putting in the maximum

amount of effort? And really based on where people are

falling that quarter? That's where you need to focus your

attention, right? And those people that are below quota, and

not putting in the effort, I always say, Why are they here,

because of uniting your number, and you're not doing the things

you need to do, then why and those people that are hitting

their quota, and they're putting in the most effort, they're

knocking on doors, they're still making phone calls, they're

still filling the funnel, they just need a little encouragement

every out most of the time. It's those other two quadrants that

you have to focus on, right, those people who are like, Okay,

I'm below quota, but I am knocking on every door and

nobody will say yes, right. So you, as a manager, get to say,

How can I help you? What can I do? Because I know you want it,

just a little tweak here, or maybe don't say this, or don't

get so eager, I see what's happening. And then they win a

sale, and then they win another sale, and then they're confident

grows. And that is how you really turn those reps that are

really struggling into top performers.

That's correct. And success breeds

success. And it keeps rolling to that point. And those

individuals are those sales individuals that are out there.

And they're putting the effort in and like you said, they're

knocking on the door, they just can't get a yes, they can't get

a sale, just a little tweak. Usually, that's all that it is.

And all of a sudden, you've got a basket full of success.

I know. And you're like, wow, I remember

when you were just struggling. And now you're at the top of the

leaderboards. Right. And it's like, those are the things that

good leaders hang their hats on.

That's right, good points.

So tell me about a something in your career that

you're really excited about having accomplished?

That's another really good question.

You know, when you take a step back, and you look at everything

that you've done, and I've been in basically almost any industry

you can think of, I think the most, or the thing that I'm most

proud of is the type of relationships that I've built

with colleagues and customers hands down. And it's, it's that

relationship, I don't want to call it relationship selling,

but it's having those relationships with the

individuals that I'm most proud of

your relationships, you know, and

what that made me think about is like, I tell people my word, my

word is good, right. And if you think about your relationships,

it's all built on, you are doing what you say you're going to do,

right? You are the person that you say you are you show up the

same way all the time consistently.

It's a really good point. And I think with

some of your listeners, I'll tell you the first time that I

remember the first time that I was on a sales call with a new

customer. And it was a competing bid on a project. And there was

a very good apples to apples comparison, the pricing was the

same very similar. It was a draw basically of who was going to

win this particular project with this customer. And I was sitting

right across the desk from this individual. And he said, Okay,

well what if I go with you, what do I get that's different from

your competitor. And without a beat, I said, you get me. And

with that, I'm going to work tirelessly to make sure that

everything that we say we're going to do is done to 110%. And

you know, for most of the salespeople out there, don't

forget that you are your greatest asset. And it's okay to

say that now it's not something that I say on a day to day

basis. There's humility that comes along with that, but keep

that in the back of your head that you are your greatest

asset. What is your customer getting? They're getting you

they're getting your time they're getting your expertise,

you're getting your your conversations, and that's a

great thing to keep in mind.

I love that. I mean that that right there is so

paramount that is speechless. Ever baby think about so I don't

know, maybe 10 years ago, the company that I worked at and I

sold for my younger brother is now a supervisor in that lab and

they have printed emails right next to the instrument with my

name on it, of how to do things. My business card is still on the

instrument. Right? And it's because of what you said. They

get you people buy from people and even in this world of

everything is digital and this and that they buy from you.

They're getting you when something breaks when something

happens they want you Who? And I tell people when I have a

customer that says, Hey, Wesleyne? Do you sell this? Do

you do that? And it's like, I absolutely don't do anything in

terms of marketing, or PR, but you trust me enough to think

that I do. And you value my recommendation. That is an

honor. It's not like no, you don't know what I do. And it's

exactly what you said, it's the fact that people get you and

salespeople don't say it enough. And you're right, don't have the

big head and said all the time. Right, right. But you need to

use it at the appropriate times when it's down to the wire, and

it's you against a competitor, what's the differentiating

factor you?

That's right, your hustle everything else that

comes along with it, you know, and you'll find that not only

that, you build that relationship with the customer,

all of a sudden, you got a referral, and that customer is

going to refer you to somebody else. Hey, I was working with

David and I really liked how he did it, I know that Jim over

there is going to need the same thing, Jim, go talk to David,

he'll take care of you. And then you build that relationship. And

all of a sudden, you've got a referral book of business that

continually comes at you when you're not even looking for it.

So not only have you established yourself as a very good

relationship building person, but you've established yourself

as an expert in the industry, simply because of your hustle

and your determination. And most importantly, yourself.

Hmm, that is so good. David, I am so excited.

That was yeah, that's good. People buy from people period.

And I think that really sums up all of the things that you've

talked about today, you talked about listening, you talked

about being a resource, you talked about educating just by

asking questions. And that's why people like you, right, as a

manager, as a salesperson is anything. That is what people

are attracted to the most. This has been an amazing, amazing

time chatting with you.

No, I appreciate it. I look forward to

any of the conversations or any questions that you would have or

future conversations.

Awesome. Well, if people want to chat with you

and pick your brain or speak with you a bit more, what is the

one best way for them to get in contact with you?

I'm still old school, I still appreciate a

phone call. Emails are great. But I love a phone call. If

you're good giving out a phone number, I have no problem with

that. Otherwise, emails or LinkedIn is always going to be

another way to get in touch with me.

Okay, well, David's phone number will be in

the show notes. So if you guys want to give him a call, you can

literally just click his phone number in the show notes and you

can connect with him. Awesome. Awesome. Well, thanks again so

much for your time, David.

Thank you. I appreciate being on. Awesome.

And that was another episode of the science

of selling stem. Wasn't that interview amazing. I mean, how

many gems How much do we have that we can really put into

action today. Remember in everything that you do transform

your sales. Until next time.

Thank you for joining us today on the snack sized

sales podcast. If you enjoyed this episode, subscribe and

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