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How do you balance what is effective for closing deals versus what is sustainable for the employees? Are you tracking any satisfaction from the employees and how it changes through this process or in response to the variables in the calls?

Taylorism has never been great for employees and it would be fantastic to see a company step up into this role positively.

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Really good question - the way we help managers coach reps isn't giving them the data to say, "you should be making 75 percent more calls in a day." We show managers and reps what the highest performers are saying and when they're saying it, and then visualize week-over-week trends.

Sales reps are thrilled to have this data - it's helping them understand their own call behavior and adjust accordingly, which has a very tight feedback loop for teams with transactional sales (or any high velocity sales cycles).

As a sales rep, if I can see that the person at the top of the leaderboard is asking 8 probing questions per call and hardly ever highlighting product features, and I'm only asking 2 probing questions and talk extensively about features, that's extremely valuable and actionable information.

We aren't tracking rep/agent satisfaction quantitatively, but anecdotally we're seeing highly positive feedback.

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