Join Oliver Eaton as he speaks to regular Creating SalesStars host Pete Evans.
The pair look into Pete’s career from falling into sales to gathering important skills in mindset, practising, listening and taking lessons from setbacks. This is a great episode for sales leaders looking into the difference between sales training and sales coaching plus this episode provides great insights into how role-plays should be implemented into sales teams.
About our Guest
Pete Evans has over 20 years sales experience with a successful corporate sales career. If you’re involved in B2B selling, cold calling, sales recruitment, sales training, sales coaching, sales transformation or have a desire to grow your business then this podcast is for you.
Pete is currently MD and Practice Partner of SalesStar UK. SalesStar combines sales training with sales coaching to deliver long term results in line with your sales strategy so you can smash your targets and grow top line revenue. SalesStar works with growth minded CEOs and sales leaders who are frustrated with their sales results and are looking for a proven system to grow sales.
About our Host
Oliver Eaton is usually the voice of our intro and outro however for this episode only he is taking the hot-seat of presenting this special episode of the Creating SalesStars Podcast. Oliver is SalesStar’s Digital Marketing Executive and podcast producer. He has experience in social media organic growth, video and comes with a Broadcast Journalism background through university.
He has recently graduated from the University of Huddersfield in Broadcast Journalism and has been the media manager of Huddersfield Town Women FC since 2018. He joined SalesStar as part of the UK government’s kickstarter scheme which provides entry level roles into the industry.
Not only is Oliver part of SalesStar UK, he is Creative and Content Executive at SalesStar Digital and Social Media Executive at SalesStar USA.
Intro/Outro | Oliver Eaton | Pete Evans
Welcome to the Creating SalesStars Podcast. Each week, our host, Pete Evans, will be joined by some of the big and upcoming names within the sales industry. This is brought to you by SalesStar UK.
Welcome to the Creating SalesStars podcast, and you may hear a different voice today because there’s been a slight role reversal in our special episode today because this time my guest is Pete Evans
Good afternoon Oliver, and it’s great to be interviewed and to be a guest on our very own podcast.
So Pete, you’ve got loads of sales experience, and rather than they rattle through all your cv, I think it’s best if you’d tell our listeners what you’ve done throughout the last 30 years because you’ve got such a vast experience in different areas of sales.
Yeah well, like a lot of people, Oliver, I fell into sales by accident. It wasn’t my first career choice. And when I graduated from university, as you kind of reminded me earlier, more than 30 years, experience, work experience. Thanks for that. I joined a major insurance company in the life and pensions division, a company called royal life, which was part of royal insurance, and I like a lot of graduates. I joined on sort of, you could call it a generic sort of Management Development scheme. And I got placements in various departments, including what is now called HR, but at the time was called personnel. And my first sort of proper role was as a staffing officer, and then I was promoted into the role of a manager where our responsibility for promoting the business to universities and what were then called polytechnics for hiring graduates onto different graduate development schemes. And also that was where I developed a passion for developing and coaching people. So I had over 50 graduates each year on various graduate entry schemes, learnt a lot about recruiting people. And back in the late 1991/92, the life and pensions company royal life went through a massive restructuring and reorganisation. Nearly 800 people made redundant so my role actually disappeared, and I was very fortunate to be kept on to do job search for people in Merseyside and Peterborough. But the my employer at the time also paid for us to have some external redundancy counselling. So every Monday, a guy from Leeds who sadly passed away in George, who worked for a redundancy placement company called Wright associates, used to come across and give me some career advice and they he got me to undertake an assessment, a DISC profile through Thomas International. And George asked me if I’d ever worked in sales, and I said, well, not that I can, not that I can think of. And he says, well, you’ve got the ideal profile to go and work in sales. So I applied for various sales roles. And I was fortunate to get a job with a company called Friends Providence in personal financial services sales to start with and went away on the training course three weeks in Salisbury and came back from a training course to the Liverpool office where I was placed. And initially, for the first couple of weeks, I thought that I’d made the wrong career choice. I thought that sales wasn’t for me, but I had a great branch manager, Vincent Keeney again, who sadly passed away. And I learned so much from Vincent about sales. And then I went into corporate sales advising companies on employee benefits, pensions compliance planning strategies and found that I was more well. I preferred dealing with businesses than individuals in the homes. But as I began to get more successful and eventually got into the top 10 of us, the sales was about which average of between 500-700 was consistently in the top 10 of that sales force. I began to study more. What made me successful because I wasn’t particularly extroverted and I’m not particularly extroverted and so start to be more into the psychology of sales, such as things like sales mindset. So that’s where a lot of the things that I do now, where I’ve got that developed that I experience. I then went to set up on my own, have my own sort of successful. First of all, appointed rep company linked to Friends Provident and then as an independent financial advisors are still involved in selling. But I then set up my own consultancy, giving them business coaching, but I found my real passion is inspiring excellence in sales team. So that’s quite a short history of giving you a bit of food for thought and the listeners a bit of food for thought.
Well, yeah, well, you you said that when you made the step or, shall we say, a stumble into sales. Why is it that a lot of salespeople and successful salespeople to this day, Why do it a lot, people not aim for sales to start with. Why do a lot of people stumble into sales?
Well, that’s a fantastic question. And as you know that we’re really passionate about developing our own talent. You know, we’ve got Dylan Cowan, who is the very first sales apprentice for sales, are both in the UK and globally. So we’re very keen to develop our own talent and we’re fortunate know that there are a few universities in the UK that have a specific degree in sales. You know, we’re developing links with Leeds Trinity University to further enhance that. And I think the reason that people don’t go into sales is maybe there’s a few things. I mean, one of our high performance sales coaches, Tim, you know, mentioned in another podcast that sales is actually hard work. You know, it’s one of those careers where you have to be brave, you have to be courageous. But it’s also a role in an organisation where actually everything you do is exposed. You know, your level of activity, the results, you know, everything you do on a daily basis is under scrutiny. So I think you have to want to be under scrutiny. But yet the rewards that I’m not just talking about the financial rewards that it brings you, but the other personal rewards of the satisfaction, the motivation, the opportunity to learn. But I think he I think he is the reason that people aren’t attracted to it. It’s often seen as a role in an organisation where, because your results from the scrutiny, it may be the mentality. Well, if I go into sales, you know, it’s maybe got a stigma about of double glazing sales or car sales. Maybe it’s not seen as a profession, Oliver. It was that what we’re trying to do is, you know, one of my passions is raising the bar of excellence and professionalism in the world of sales. So that’s why I think also careers in like marketing or technology may be seen as more glamorous.
Yeah, no, I agree. And sales is-… obviously, with me coming through the education system more recently in the 21st century… [laughing],
Thanks Oliver for that!
All these dinosaurs were wandering around when you left…
…Well there still are in the sales function.
But you never see sales as a career choice. Let’s say in schools, you never have a career person coming in saying yes, here’s a career in sales. It’s always as you said marketing there, but you’ve got all your other different vocations. Different is still a negative misconception about sales, and I know you touched a bit about the double glazed salesperson has it? Is it a Hollywood thing where they’ve kind of put a picture on what the salesperson is or what? What can you pinpoint it down to?
I think you’re right. I don’t think there’s enough that the professional bodies do to promote sales as a career within schools or even universities. And, you know, a lot of people say, I’ve got people in my family who’ve got who are engineers, and they will say to me, well, you know, they went into a proper job. It was a profession engineering seen as a profession. You know, the tech space. It seems professional doctors, accountants. So maybe, maybe it’s an outside perception. And I think also, particularly in the UK, a lot of people who go into sales, it seen as if while I can’t get a job, anything else, I’ll go, I’ll go into selling. So it’s maybe the poor images it’s got and maybe images that are portrayed by the press. You know, we think of the things like the hard sell. So I think it’s really important that, you know, maybe in the UK where we’re going to change the image of sales and show that it’s the career. You can learn a lot of skills and you can. What you can really do is enhance yourself. You can develop yourself because the skills that you learn in sales apply in all areas of your life. And there’s a great book that I read by Daniel Pink and the title. This book is To sell is human. And in this book, what he talks about is the fact that every decision we. Aching life needs influence, and he said if you replace the word styling with influence, every transaction that you do is through with selling. And the reason he mentioned this is that we’ve got to influence our friends, our colleagues, our family. That’s what we’re doing on a daily basis. We’re all selling on a daily basis, yet we don’t recognise it.
Yeah, that’s fantastic, actually, to say it adds a new meaning to influence, influence and relate to sales, I suppose you could say. And going on to sales coaching influence and sales coaching are also very similar because the influence other people on how to influence others.
Yeah, that that’s a great way of putting it all of it because, you know, coaching is at the heart of everything that we do as a business when we work with clients because, you know, lots of companies out there invest so much money in sales training and sales training, as you know, from being part of the team now for six months is a really well, you know, it’s an event. And it can create a lot of hype and hype. You can create a lot of great feeling. But as soon as the course is finished, people start to forget what they’ve learned. And so they don’t apply. And we don’t embed it. Coaching is all about helping the person of the group of people you’re working with to work out the answer because often people actually know what they should do, but they need coaching and coaching is actually about influence because it’s about coaching. Great coaching empowers people to make the significant change in behaviours, which can have a massive impact on the results. And as we know from the research, the biggest piece of research that any organisation has ever undertaken into what makes a salesperson great by objective management group we’ve now evaluated assessed over 2.2 million sales people globally, 80% of success in sales is about mindset and coaching people salespeople around the mindset because often salespeople know what to do. Coaching is such a massive impacts because it can help them unblock things in your mind that are preventing you from asking the right questions, asking great questions with salespeople.
Talking about sales coach, and it’s something you’ve got more and more involved in and will come on again. Building context about it 3/2 years ago of course you came in contact with Paul O’Donohue, CEO and founder of SalesStar. Can tell our listeners how you first encountered Paul and then built this to SalesStar Europe.
Yeah so I first met Paul O’Donohue through our mutual sort of connection with objective management group, which I’ve previously referred to in the podcast. And at the very first objective management group OMG conference I went to in Boston, which I think is either six or seven years ago. Time flies when you’re having fun. Paul O’Donohue was one of the speakers at the conference, and there were lots of presentations over the three days. And I was really like a sponge because it was my first OMG conference. I really wanted to learn what made us successful OMG partner and Paul’s presentation really resonated with me, and it really made me think and intrigued me because I thought, well, here’s a guy who’s got this company called SalesStar. You know, the other side of the world in New Zealand, New Zealand has, you know, just over 5 million people, less than a tenth of the population of the UK. And how come his business is one of the, you know, the second largest partner of OMG with such a small population as although this guy’s got to be doing something right? So that’s where there’s a connection. And for the listeners here today, we also had or still have a, you know, a shared appreciation of the values of sport through rugby. Paul and also spent some time working in the UK and was actually a fan of my beloved hometown rugby league club of Wigan. In fact, he actually shared a story with me that he was one of the few individuals to car club going to Wigan Rugby in Wigan, anybody. It wasn’t just that, it was the fact that he shared his vision of where, you know, where you wanted to take the business and how, you know, traditional sales training was dead. It was about transformation and that transformation stuck with me six or seven years ago and it stuck with me today. It was about getting transformational results with your clients. And it was all about, you know, taking all our content online and rapping, coaching around it. So initially, my business became a licensed partner of sales, so we were able to use the SalesStar for our content, wrap our own coaching around it and going back, I think will be. Nearly three and a half years ago, Paul reached out and said that they wanted to expand globally will expand through the SalesStar brand and talked about doing a joint venture with us, something myself being adding partner as my partner in UK. And so I decided to go out to New Zealand for a holiday for four weeks. I had an amazing time for anybody who’s never been to New Zealand. They should definitely be one of the bucket list places to go. So and it’s really developed from there. And, you know, both came back to the UK just before we went into the very first lockdown and sort of started the sort, the paperwork to get the company up and running in the UK. And so we’ve been, you know, a SalesStar practice now in the UK for, I think, up to two years.
It’s fantastic that the UK is forever growing as well with various members, as you said, Dylan joining the team. Yeah, and myself. Yeah, let’s bring us back to that lockdown because here we are in lockdown. Unknown to anyone else businesses. Certainly those what couldn’t adapt quicker shall we say ceased or at least put on pause. And then also, as you would paperwork setting up a new business. I mean, were people around you saying whether it’s a good or bad idea or did you have the mindset of should we wait to the end of lockdown or was it just let’s go do it, let’s create SalesStar.
So there were quite a lot of people sort of around me who were saying, oh, you know, this is a really bad idea to be standing for joint venture with a company on the side of the world. Whether that was, you know, whether lockdown existed or not, there were probably even more so. This is even more stupid now you’re in lockdown. But I think what I really found was that, you know, going through that process gave us real focus. It allowed us to change direction, you know, we had access to all our SalesStar online content and some articles. But this, I think, really accelerated our development in a way we were sort of like Guinea pigs. But I think what it really allowed us to do is to focus on what we’re passionate about, which is truly transforming the behaviours and mindset of salespeople, sales managers and sales leaders. So yeah, there’s always a risk with everything. But I thought this is a real opportunity for us to grow and to be really focused, to be part of something, something bigger. And I think that’s what we really grasped. So it was, yeah, it was. There were a lot of early mornings and late nights going through the contracts, but I think we wouldn’t be where we are today without having gone through that. And I think, you know, we really double down our efforts with our existing clients offered more value. Did extra sessions, which we didn’t charge at the time because we felt that was the right thing to do with our clients, And I think that was really paid dividends.
Yes so let’s say let’s talk sales. We are on the Creating SalesStar Podcast. So we’ve got the model now of sales transformation and coaching, and that’s versus sales training. Just for the listeners. Let’s take to basics what actually is the difference between training and coaching? I know you’ve touched on training being a one off event, but how is coaching so different and why is it so much better. And more efficient for businesses to invest in?
Well, companies invest a lot of money in the UK and global in sales training, and what some of those companies look at is thinking, right? Well, if I train on, say, negotiation skills, he’s suddenly going to get better at negotiating. So I certainly want a week’s course. I pay a lot of money for it. Certainly the following Monday, he is going to be the superstar negotiator and actually those organisations are for us are really missing the point because the key thing is that 10% of learning takes place in the classroom. And that can with these days that come with the virtual classroom, 20% of learning takes place through coaching because coaching is then helping you embed what you’ve learnt in a classroom style environment and 70% of learning takes place through application. Now you’ve got to have all those three factors together to enable transformation to take place. The ease of it and the easy decision for an organisation to say, let’s invest in some sales training, because that often makes organisations feel good. It gives the person the golden glow stick and it’s a box tick because that’s what coaching is more difficult. Because coaching has to be consistent, sales management sales leaders have to learn new skills. So they can coach their salespeople. And then also what they’ve got to do and lots of people listening to this may say, oh, I don’t like this word role play here because application is then through role play, which then goes back to giving feedback and then recoaching your salespeople. Coaching is hard work because you’ve got to be disciplined, you’ve got to be organised. And these are lots of things that sales manager will make excuses or haven’t got the time to coach to coach Oliver. But you’ve got to make time to coach your people and you’ve got to be disciplined. You’ve got to be authentic. It’s like sales coaching is actually asking great questions, and it comes back to all you mentioned with all the word, the word influence, but again, also as a sales manager, sales leader, being there to do the observations and there’s some great tools out. There were a partner of a company called Refract, which is part of Allego, and they’ve got a platform, a conversation intelligence platform which allows you to do observations that scenario or challenges. That’s where the application can come in. You can use those platforms to review sales calls, you know, discovery meetings with clients. So the key difference for me is training is part of what you need to do to get transformation. But if you’re going to get to transformation and you’re going to embed behavioural change, you need to have coaching. And, you know, I’m really into sports mindset, and, you know, we recently had the pleasure of interviewing Jamie Peacock, the ex Great Britain international, Leeds Rhinos and Bradford Bulls forward. And he used this expression. And he used it when he came to do some work with our team last November. You know, what made you great in 2021 won’t make you great in 2022. And what I take away from that you’ve constantly got to be changing what you do and coaching really helps embed change in yourself and the organisation. So to me, that’s the key difference. Coaching embeds sustainable change in individuals and organisational behaviour.
Yeah, and that leads to one of my favourite words, this is the word development, And that is very similar to what you’ve said. It’s like continuous change. The continuous improvement all comes under development could be development as skills. You mentioned role plays and I role plays. It’s one of them contested ideas who do your role play on, who does role plays, how authentic are role plays. I mean, for you, when did you first actually start having the mindset of doing role plays? Was it when you entered the kind of SalesStar picture or your previous business or…?
So when I first went into sales with Friends Provident, what was interesting is that all those years ago, too many years to remember, all of the units remind me earlier.
Well, you’ve said it that time.
Yes, I did. We used to have to be weekly role plays. They weren’t videoed, but we’d practice certain parts of the sales process, the fact-finding meeting at the time. But what I noticed as people got more experience, they didn’t want to do role plays they were resistant to. It’s a role-plays, but I think certainly, you know, in the last few years, particularly being part of SalesStar, you know, internally we do role plays Dylan’s does role-plays, Alison and myself, do role plays. We do a lot of observation using the Refract Allego platform as well, you know, to get feedback. But listening, going for key words, we can use that platform to give each other feedback. So to answer the question, you know, particularly the last few years have become much hotter on using role-plays myself. You know, it’s a practice. Sometimes it can be uncomfortable, but I would rather make a mistake in a role play with one of team than be practising on the prospects of my clients. Because if you’re practising on your prospect, you see a client. It’s a very expensive way to practise much better it’s a practice within so much better to practice on internally.
So talking about practising on prospects, have you had any clients who you known have done it and have they had any results or issues caused by role-playing with clients?
Oh, I mean, this is something we could talk about all day. Oliver, so well, like anybody, you know, being authentic. There have been a few times when personally I practised on a prospect or even a client. The wheels have really come off. You know, it shows I’d like to share a story from when I was in Corporate Financial Services. And it’s really a bit of a horror story. So I had two clients who are both in the software sector and they were actually competitors. One was based in Leeds and one was based in Manchester, and I went to do an account review with the business in Manchester. They were getting more and more profitable and that one of the objectives from the meeting was to secure additional investments into the pension scheme for the directors. So we were going to secure a significant increase in the monthly contribution and a one off lump sum. Securing this business would have probably secured me about three months of my annual target. And I went to see them when I was in the boardroom, got my laptop, plugged it into the screen, sat down and within about 60 seconds, the colour must have drained from my face when one of the directors, when I went to the director said, I’m glad to see you really well prepared for this meeting. And he said, I think you need to look at the screen to close your laptop down and maybe give me a ring when you can prepare properly. On the screen. It only had the competitor’s logo on the names of the directors. I remember getting back in the car on my regional sales, director Ed ringing with him. How did the meeting go? And I said, you don’t. No, he said, yes, I do, I said, I’m on my way back to the office in Wakefield. And we’ll do a debrief. So that was a really salutary lesson in not preparing and not practising. So that was for me on, you know, on experience and that’s that stuck with me. It did take me about nine months to get back in with that clients, and they made me really work hard for any future. And they did remind me for about two years about my lack of preparation. So that does a really good example from my own experiences. Yeah, we see clients doing it. The biggest pushback we get from salespeople is this isn’t real life, and I wouldn’t do this in real life. And then you go and observe them when you say, actually, they’re not articulating the unique value proposition, they’re not articulating the positioning statement. There is no structure or what you hear is I will I’ve got the best. One I heard was don’t understand. I’ve got some magic sauce and my winning personality. Yet if they were that great at sales, you know, they probably wouldn’t need coaching. But the analogy I often use is if you look at great, great sports people, they’ve all got coaches. They’ve all got, you know, wider sports teams practice. They follow a game plan. And it so they can execute, and there are so many analogies between sales and sports. You know, sales is all for me is all about having the process, which you consistently follow. And when you consistently follow a process, you get better results to be able to follow that process. You have to practise and you have to break that, you know, pass the discovery meeting down into parts, you know, the component parts of discovery meeting. So you get better at each of them and then get the compound effect.
Yeah and I think you can only get so far having the magic sauce. And when we talk about development, you develop in that it’s very hollow. Yes, development. Let’s take you back to that setback you had in that story gave us. Was there a change of mindset from the learn of that? And we’re going to come onto sales mindset, as you have mentioned throughout the podcast? Was that a big? Was it a big learning? Our big learns like that? Good for improving or changing your mindset?
Yeah, it was. It was. It was a massive learn it for me. There were a few things thinking back to it. One is the feedback that I got from Ed. He used the expression that is a real schoolboy error. And it was, I have to say, you know, take responsibility. I think the second thing that it made me really think about was that, you know, although I had a PA to get me sort of organised. It would have been easy to blame somebody else. And also, you know, like I still do today. I had, you know, have written down personal goals. You know, I knew exactly how much bonus this deal was going to generate. So there was a bit of there was a bit of swallowing your pride, I think. And I knew I knew how hard it was going to have to work to actually get the next, the next deal or the next deals to make up that shortfall in my target. Now I was actually ahead of target that time, but I knew that I was going to have to work hard to get the next level. And that was a real, you know, learning point for me. But also, I think the ability just to unpack things so that it has stuck with me. And I think actually whenever I faced setbacks and I’ve had some, I’ve had some personal setbacks in business mindset is so important, and being able to be resilient, be brave, be courageous and have the right mindset is so important because, you know, like I said, right? You know, one of the questions you asked at the start was about, you know, why do people not go into sales? It’s all about you’ve got to have resilience, but you can only build up that resilience through that experience. But you know, looking back on my sales career, if there’s one thing that I could change it. Listen to people who’ve got more experience. Yeah, and try not to be so stubborn and think, will I know better?
That is a big skill. As a lot of people say, you’ve got two ears and one mouth. Listening is such an important skill. How often do you see people who don’t listen? And this comes back to the extroverted, introverted right at the beginning about the ‘gift of the gab’ and stuff like that? Why is this is so important, and why do you think a lot of people don’t actually take up that skill or forget to listen?
Well, it’s often said that what we do is we listen to respond rather than truly listening, and listening is a skill and it needs to be practised. And so many times you see or observe or listen to salespeople when they’re not really listening. So they’re actually thinking about the next thing they’re going to say. So they miss opportunities or they don’t dig deeper when actually if they actually ask the real follow up question or clarifying question, they’d start to uncover more needs. So they start uncovering the pain points of their customers or their prospects. So that would really, really help.
Yeah OK, well, I know you’re a very keen runner. And we talk about the parallels between sport and sales. As a runner and with the mindset of doing the 100 miles obliviously doing the 15 is a massive achievement, you did it as part of the greenhouse sports 100 miles challenge, we hear from those who completed the hundred miles that their mindsets went to a funny place. How important is it to have that mindset to push you through to a goal? And that’s the same in sales from the start of prospecting to the close of deal.
It’s so important because at any stage in any deal, there will be some highs. You’ll get it and you’ll get to the next steps. Jamie Peacock used this expression when he was telling us about planning for the 100 mile run for a Greenhouse Sports that it’s about putting one foot in front of the other. And for me, you know, I’ve got to have the mindset to complete 100 miles. Who knows? But I think that, you know, I’ve entered for a marathon next year. I never thought I would do that. I think for me, it’s about the challenge. And there are some days when, you know, being in sales, being in sport, you know, going out, running, you don’t feel like doing it. But it was Jamie Peacock who said it’s the days when you don’t feel like doing something, but you still get into bed and doing it, which shows where your mindset is. And he said, it’s easy to get, it’s easy to get up and trained as a professional sports person when the sun is shining and you feel that golden glow inside. But a true professional shows up and trains when they don’t really feel like it. And there are some days when I have to go off and run as part of my training because I’m trying to do the Manchester half marathon, which is only two weeks… only two weeks, I’ve realised that’s around the corner. Yeah but there are some days when I don’t feel like it, but I still get out and do it. And it’s those days where you really learn about yourself and your mindset, and it is putting one foot in front of the other and you learn. So there’s a lot that I’ve learned from running about my own mindset, and you know, a lot of great people are surrounding myself who are much better runners than me. But I think the things that I’ve learned for them, I can apply to my role as a leader in SalesStar and in developing the team and working with my clients.
Yeah and I think we can agree after 100 miles, putting one foot in front of the other is a bit hard, probably by the 99th mile. Yeah, well, I am conscious of the time Pete so for any new sales leaders, who may be starting and listening. What is that one golden tip that you could give one?
That’s a great question, I think. Keep focus, be authentic. Share your vision with your team. You know, be yourself open up. And I think more than ever, be vulnerable and listen to feedback. Listen to feedback from the people report to and the people that you pass into you.
Fantastic Pete, Last thing, how can people and our listeners contact our regular host of the Creating SalesStar Podcast of Pete Evans.
Contact me through LinkedIn if you’re talking Pete Evans and SalesStar, a Smiley face will come up and I can contact me through the SalesStar website, which is www.salesstar.com/uk.
Well, Thank you very much Pete. I’m sure you’ll be happy to be the other side of the microphone from future episodes, but thank you for joining me today.
Oh, you know. Thanks so much Oliver for interviewing me. And maybe one day you’ll invite me back to be interviewed again.
Now it might be the other way I might be interviewing me, anyway there are multiple episodes to listen to on this SalesStar Podcast. Just search Creating SalesStar Podcast on all your streaming platforms. But again, Pete, Thanks very much, and have a good day.
Yeah, thank you very much Oliver.
Thanks for listening. This podcast was brought to you by SalesStar and hosted by Pete Evans. For more information about what we can offer you head to our website at salesstar.com/UK. You can also find us on all social media platforms just by searching for SalesStar UK.
Presenter and Producer: Oliver Eaton
Special Guest: Pete Evans
Producer and Intro/Outro Voiceover: Oliver Eaton
Podcast Editor: Alex Mullen