In a Money Drought? It’s Time to Meet the Rainmakers


…to feed my family and move out of our shoebox apartment, I had to make the transition from tech to salesman.

CP: How did you know selling/business development would be the right career fit for you?

DD: It was a logical fit for me at the time in the late ’90s. I had a lot of interest in technology and it was the start of the dotcom era. I have a natural desire to internalize and want to solve problems and I feel like the best sales pros know how to hear a problem and understand if they have a solution for it. Prior to founding Eclipse, I had only ever had sales roles. It has always felt like a place where I can have a positive impact and make things better for others.

MH: My first two years in sales roles set the tone for me in achieving President’s Club, the money, the trips, the recognition. Who would ever want to move from sales? In a managerial role, I achieved sales manager of the month many times and left the role on a great note to go back into enterprise sales. The notion of finding solutions, like solving a puzzle, for clients has always been a high for me.

FL: I’ve been a leader and a pretty good follower all my life, but owning a business was the catalyst. The level of responsibility is intense. You must sell and you must develop people, but the satisfaction of closing the big deal or knowing you were instrumental in someone’s development hooks you.

CP: How did you land in the indirect channel?

DD: I left AT&T in 2007 to work for an indirect telco seller. That was where I learned about the ins and outs of how the channel works, and also where I began to sense the broader opportunities. At that time most of the channel was focused on SMB and I had come from large national and global accounts at AT&T. It seemed to me that larger enterprises could really benefit from the care and passion that the channel was known for delivering to the SMB. As the economy collapsed in 2008-09, starting Eclipse seemed very logical. I believed that large telcos would dramatically cut service and negatively impact customers and there would be a vacuum there.

MH: I showed up for a territory manager role interview with a national data center company and arrived a bit early. There was another person meeting with my interviewers. This guy introduced himself to me, and I researched him, assuming he was my competition. Then I called him, asked him if he too was interviewing for this same job and attempted to get to know him. Bold move on my part, but I wanted to size up my competition. He quickly turned the tables on me saying that he was a solo, one-man shop agent and asked if I wanted…

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