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ISEs3 Ep7: Tim Riesterer - Chief Strategy Officer, Corporate Visions + Chief Visionary, Emblaze
Episode 7 • 19th February 2024 • Inside: Sales Enablement • Scott Santucci, Brian Lambert, Erich Starrett
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Tim Riesterer - From Sales Enablement Origins to Orchestrating the Future of Revenue:

On Episode 7, host Erich Starrett hops in the OSC Studios time machine with Tim Riesterer - Chief Strategy Officer, Corporate Visions + Chief Visionary, Emblaze.

Tim shares his wealth of experience in sales enablement, spanning from the early days of automated RFPs and proposals to the evolution of the sales enablement function. He discusses the origins of sales enablement, its role in bridging marketing and sales, and its potential for strategic impact in the future. Tim also provides insights into the organizational hierarchy of enablement and its relationship to strategy, as well as the future of digital selling and the upcoming Digital Now Revenue Summit. Join us as we delve into the history, current landscape, and future possibilities of sales enablement with one of its foremost experts.

Tim and Erich talk all things sales enablement, the evolution of the industry, the future of Revenue Enablement, and even share a few sips 🥂of Tim's unique Enablement 🍾 Champage. Key takeaways:

> The Evolution of Sales Enablement: Tim shared his journey in the sales enablement space, from the early days of creating automated RFPs and proposals to the current landscape of integrated digital selling experiences. The industry has come a long way, and the future holds even greater strategic potential.

> Where Enabling Growth meets SCIENCE!: Tim discussed the concept of orchestrating science-backed "growth plays" as the future banner for enablement, emphasizing the importance of leveraging data, original research and strategic initiatives to drive sustainable impact and compelling customer experiences.

> Synergy of the CSO/CRO: Tim intentionally architected his role as Chief Strategy Officer for direct access to strategic levers across silos. This allows for adaptability across nearly everything - enablement, marketing, research, product development - from original research to front line sales execution.

> Book NOW! RSVP ASAP for the upcoming summit in Chicagoland from April 2nd to 4th! An opportunity to meet Tim and SO MANY other thought leaders face-to-face at the 2024 digitalnow Revenue Growth Summit in association with OrchestrateSales.com's ISEs3 podcast.

Hosted by Emblaze, powered by Corporate Visions, bringing together sales, marketing, and success leaders to address the challenges and opportunities of digital selling. The link below includes an embedded "OSCISE" code for specially discounted ISE Insider Nation access! https://salesenablement.captivate.fm/diginow24

Don't wait - hit PLAY! - to hear about all of the above

...and so SO much more.

Join in the journey with curiosity

alongside those courageously treading

the past, present, and future frontlines

of a growing function and global profession.

Please click 👇🏻, subscribe 📲, listen 🎧 ...and 🎙️ join the conversation! 

ORCHESTRATE Sales!

Let's #ElevateEnablement TOGETHER!

Mentioned in this episode:

Join Orchestrate Sales' ISE Podcast Insider Nation!

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ISEs3 PROMO CODE for Emblaze DigitalNow Revenue Summit 2024 in Chicago

Hit salesenablement.captivate.fm/diginow24 and it will plug in promo code OSCISE automatically -- for $745 off of the Emblaze DigitalNow Revenue Summit 2024 registration fee! Hope to see many Enablement Insider Nation smiling faces soon in Chicago. Or, more specifically, *just* outside of the Second City ...on April 2nd!

Emblaze DigitalNow Revenue Summit 2024

Visit us on the Orchestrate Sales Property

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Transcripts

Erich Starrett:

Hello everyone and welcome to Inside Sales Enablement

2

:

Season 3 Enablement History.

3

:

Joining me today on the

Orchestrate Sales property, Mr.

4

:

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

6

:

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,

8

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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:

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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,:

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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:

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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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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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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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You can take it right down., to the

enablement level, the execution level.

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So, I'm not saying everybody's

going to be able to do that.

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Um, but it's a mindset at least,

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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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Um,

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Erich Starrett: there you go.

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Success as well.

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Tim Riesterer: yeah, I think chief revenue

officer as a title has a lot of promise.

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, but it, it becomes like a promotional

thing for the chief sales officer.

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And it still looks like

a C, chief sales officer.

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and they haven't moved the CMO or the

chief customer officer in that direction.

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And, then sometimes companies

want to have those career paths.

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They want to have opportunities

for people to take those positions.

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And if you don't have the right

person leading as a CRO, Everything's

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going to bend, to , the origin

story of the person in that chair.

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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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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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Erich Starrett: So, Tim, let's

go boldly into the future.

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1 of the things that I'm very

excited about is an upcoming,

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, summit happening in Chicago land.

365

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, and I'd love to hear your take

our listening audience and thank

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you again for the alliance with.

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Orchestrate sales inside

sales enablement podcast.

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We're going to have a code for everybody

in the speaker's notes thank you, Tim.

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Very much.

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Uh, anything that you would like

to share about the future, that

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summit , and parting shot.

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Tim Riesterer: Yeah.

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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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, our data shows that.

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All selling, including traditional

field selling up to 70 percent

377

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of your customer contacts and

experiences are virtual digital.

378

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And that just changes

the game for everybody.

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, C.

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S.

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has a track sales enablement has a track.

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There's a lot of sales

leadership tracks at this thing.

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It's sponsored by Emblaze.

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A selling community made up

of sales leaders that Corporate

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Visions, has acquired , and now

presents an industry conference.

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It is not a Corporate Visions

commercial or conference.

387

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It's literally its own community.

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And the research is there.

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, the cross functional

participation is there.

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Sales enablement and success

and a marketing with their

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own breakout track as well.

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So we're trying to create the wide net.

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For leaders, revenue leaders in

all those areas of responsibility

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to come to the same room.

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And work on these problems together.

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Last year we had 700 some people.

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We're hoping for a thousand

this year and we'd love to have

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all the listeners be there.

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Erich Starrett: Well,

thanks Tim insider nation.

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Don't miss the opportunity to see

this magi of enablement in person in

401

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

you the code in the speaker's notes.

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Tim, can't wait to see you

face to face there along with,

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I'm sure up to a thousand.

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We'll try not to break the

place, of our listeners.

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Thank you for all that you have

done are doing presently and

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:

continue to do for the profession

and function of enablement, sir.

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

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Thanks, Erich.

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Appreciate it.

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Take care, everyone.

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