About the Author:
Manoj is the Founder and CEO of SalesIntel, a company committed to providing the highest quality B2B contact data on the market. SalesIntel research team hand-verifies every contact to ensure 95% accuracy on data. As the CEO, Manoj drives the strategic vision of SalesIntel, establishes and fosters key partnerships, and is building out the executive team that will make SalesIntel the leader of the data sector.
CAROLINE: Yeah, no, that's amazing. And this is what gets results. And most of the time, this is where things fall apart. You can have two incredible teams. If they don't work together, and just like everything you said, you really need to go into the details of it. Because otherwise you're not gonna get the return on investment. So, yeah, I really appreciate that you went through all of this.
RYAN: Of course.
CAROLINE: It was really mexico reverse phone lookup helpful. All right, I have one more question. So, throughout your journey, what is the most valuable lesson you've learned?
RYAN: It's to literally treasure your culture more than anything else. So, you could call that people. You can call that whatever it might be when it comes to your team members. But when you focus on your culture, We've gone through some crazy. You go through some crazy stuff in a startup. All people see all day long is people ringing bells on Wall Street, and oh, man, this guy or gal is a unicorn. That's amazing. To get to that point, they had to see some serious shit, right? Like they had to see some seriously crazy things where they've more than likely, Who was it? Wesley Chan was telling me that almost all of the successful companies have seen two periods of time where they were on death's doorstep, almost all of them. And that's something, to say that those crazy good companies have almost died twice. And it makes sense. You have to go through some crazy stuff and learn scaling, like we were just talking about, and marketing. And there's times where you think you're killing it, and then you hit a wall, and then you gotta figure it out all over again in a completely different manner.
The only thing that's gonna get you through that, in my opinion, is to put a diehard team together and instill culture of, it's okay to do things for other people's job. Like the more not-my-job people that you have in your organization, the more you're gonna fight an uphill battle on instilling passion in people, and on top of that, getting people to help other people out. At Simplifeye, if somebody from CS sees somebody that needs help in operations, we go help them. We stop what we're doing, and/or we pause what we're doing, and we help that person, or we at least ask how we can do it for a multitude of reasons, right? One,