Episode 38: Matt Genoa – Create Your Own Opportunities
Matt Genoa always wanted to be in sales, even before he entered college. That’s what made his eventual career path so unexpected. During his time at memoryBlue, using Salesforce to augment his SDR role, his mind changed.
That’s because this exposure helped him realize he wanted to work with Salesforce – which is exactly what he went on to do.
Within six months in a sales role at Avectra, he was the top performer, and three months later, he was the team manager. But after several leadership changes, Matt was laid off, and he decided to pursue his dream of becoming a sales operations consultant.
When he started interviewing, he pitched himself as a Salesforce expert without knowing the full technical side. He would often apply to technical jobs he didn’t fully understand. Because he was new at this, he used the interviews as opportunities to learn the lingo.
In this episode of Tech Sales is for Hustlers, Matt reveals how he followed his passion to become a consultant, the twists in his path that eventually led him to getting hired into Salesforce, and the work he put in to ascend into his current role of Regional Success Architect Director.
Guest-At-A-Glance
Name: Matt Genoa
What He Does: Matt Genoa is the Director, Regional Success Architect in the SCPPE (Strategic Customer Product and Partner Engagement) team at Salesforce. His team works with customers to drive and maximize Service Cloud adoption and retention.
Company: Salesforce
Noteworthy: Matt Genoa finished his MBA at Longwood University once they instituted an online MBA program.
Exit Year from memoryBlue: 2007
Months at memoryBlue: 14
Alumni Path: Hired Out
Where to Find Matt: LinkedIn
Key Insights
Sales skills will continue to aid you, even if you are no longer in sales directly. Matt Genoa discovered that he still uses the skills he learned in sales in his position as a director. “A lot of what I still use today is the soft skills that I gained and the sales training. I may not be in a sales position now, but I still preach it to my team that we are still selling. We may not be selling a product or a service but we’re selling ideas.”
Go for the “Fast Fail.” At Global360, Matt Genoa learned how to use the fast fail. “My first exposure to the idea of fail fast, which is something I still preach today with my team, is to try something out. It may not work. And if it doesn’t just stop doing it or adapt & change your approach, and if it’s just completely not working stop and do something else.”
Learn to reinvent yourself. After a leadership change at one of Matt’s previous companies, they decided to eliminate his position and laid him off. At that point, Matt decided to reinvent himself by really focusing on Salesforce. He went and paid for a training course for Salesforce. And then pursued some consulting opportunities.
How to get consulting experience. How do you get consulting experience, if no one will hire you? According to Matt, the best way to get Salesforce consulting experience when you don’t have any past performance – is by doing pro bono work for nonprofits. Matt talks about how it’s easy enough to find them, even if you’re just looking for nonprofits in your area and reaching out to them to see if they need help with Salesforce. “If you reach out to 10 of them, five of them are using Salesforce. If not more, if not all of them.”
Episode Highlights
Show you’re serious about reinventing yourself.
Matt knew he wanted to become an independent consultant, which meant he had to get the tools necessary to prove to people he was serious. “…I got my admin cert. That was important, that [it] showed potential employers that I was serious…”
Contact companies directly rather than use job boards.
Rather than use job boards, Matt would go directly to the company’s site he was interested in. He would then look to see if any positions were open that he was interested in and apply to them. “I changed the way that I was approaching my job hunt. And instead of going through the job boards, I started reaching out and researching consulting companies, Salesforce consulting companies online, and started reaching out through their website directly going to their job listings on their website.
“I’ve met, even found some of them on job boards, but then would go and apply directly through their site. And that was the time that I actually got pretty far along with four at the time, the larger consulting companies, in Salesforce, they were specific Salesforce. “
Keep Learning
Matt realizes now that the reason he was able to get where he’s at now is that he never stopped learning. “And one thing that was critical there was, I didn’t take a break from learning. I graduated with my MBA and I immediately just took all of that time that I was spending there. Maybe I didn’t spend as many all-nighters but refocused it. So I was still working probably 70 hour weeks, easily working every weekend, to try to learn this.
And so I was able to pick it up much, much faster that way. And that’s what really helped move me towards these more senior roles…”
Transcript:
Matt Genoa: [00:00:00] Consulting, is like chicken and egg, consulting practices want you to have consulting experience to hire you. But how do you get consulting experience if no one will hire you? The best way to get Salesforce consulting experience without any is doing pro bono work for nonprofits. Going in to help them out. It’s easy enough find them, even if you’re just looking for nonprofits in your area and reaching out to them to see if they need to any help with Salesforce.
[00:00:30] Marc Gonyea: [00:00:30] Today, we have a very special guest, Matt Genoa, Director Regional Success Architect at Salesforce MBA, Matt Genoa, Welcome!
[00:01:15] Matt Genoa: [00:01:15] Thanks for having me.
[00:01:16]Chris Corcoran: [00:01:16] Mr. Genoa. Great catching up with you. This is going to be a lot of fun. I can’t wait to talk about what you’ve been up to.
[00:01:21] Matt Genoa: [00:01:21] Yeah, I’m excited.
[00:01:22]Marc Gonyea: [00:01:22] Matt. It’s been a little while. It’s been over 13 years.
[00:01:27] Matt Genoa: [00:01:27] It’s incredible, right? Feels like just yesterday.
[00:01:29]Marc Gonyea: [00:01:29] It is incredible because you were there early and you’re good and you leave a memory which we’ll get into, but let’s hop into.
[00:01:38] Before at least to stage a little, I know you’re raring to go. We want the folks to kind of get to know you a little bit who are listening and they’re going to, especially interested in someone who’s left so long ago, but also you’re doing some very unique and exciting things. But before we get going, let’s get to know you tell us a little bit about who you are and kinda where you grew up, that sort of thing and make it brief.
[00:01:55] Matt Genoa: [00:01:55] Yeah, definitely. So, again, Matt Genoa, I work at Salesforce, been here about 10 years. We’ll get into that definitely later in the podcast. Have two kids, my son, the oldest. is turning five in August. My daughter, is about two and a half. She’s a Star Wars baby born on May 4th. In the process of building a house out in Purciville, grew up in Ashburn, data center capital of the world.
[00:02:18] And went to high school at Broad Run. Went to college at Longwood University for both actually my Bachelor of Science in Business Administration focused on marketing. and then my MBA, got a general business MBA from there as well.
[00:02:32]Marc Gonyea: [00:02:32] Let’s get into it. So, let’s start at Longwood. So, what’d you major in undergrad?
[00:02:36]Matt Genoa: [00:02:36] Business and focused on marketing.
[00:02:39]Marc Gonyea: [00:02:39] And I remember you being a bit of an entrepreneur back then.
[00:02:43] Matt Genoa: [00:02:43] Yeah, actually, I’ve got a little note to talk about part of my time at memoryBlue. But yeah, I was definitely focused on really trying to identify opportunities to start my own business. My whole plan actually, of getting into Salesforce and it consulting was to ultimately start my own practice since I’ve gotten into it.
[00:03:05] And my plan was to do it about 10, 15 years. I’ve hit that mark. I gotta be honest. I have no interest in really doing that anymore. Things are going great here. Worked for an amazing company. And I’ve seen a lot of people open and start their own practices and really takes them away from their family. It consumes them. So…
[00:03:24]Marc Gonyea: [00:03:24] So when you went along with major in business, what’d you think you’re going to do when you got out?
[00:03:28]Matt Genoa: [00:03:28] I had no idea to be honest. I went through a phase where I thought real estate. I went through a lot of different things, but the whole reason that I switched, I actually switched my major right before I started up freshman year, I was originally going for computer science and switched to business, because I wanted to get into sales.
[00:03:46]Chris Corcoran: [00:03:46] Even as a college freshman, you knew you wanted to be in sales.
[00:03:49] Matt Genoa: [00:03:49] I had a sales job at a suit company. Today’s Men, no longer in business. Competitor of Men’s warehouse, was a sales associate there. And, really loved it, loved upselling. Having somebody who comes in for a suit and having them walk away with an entire cart worth of stuff. It was great.
[00:04:08]Marc Gonyea: [00:04:08] And how’d you end up with us? I mean, I know there’s digging back in the archives there, but what do you remember?
[00:04:13]Matt Genoa: [00:04:13] I actually don’t remember how I ended up finding you guys, but I had accepted another position, before I even came in for the interview. And I’m so glad I didn’t work there. It was a similar type of company that was focused on lead generation, and I found that through one of my friends from college.
[00:04:33] And just so glad that I ended up at memoryBlue, because that was more of a, I don’t know, it was like a cold calling sweatshop, right? They weren’t focused on quality of lead. It just wasn’t the same. They didn’t get the training. The people that I knew that worked there, ended up hating it and quitting like six months later. And so we ended up really being awesome to find you guys going through the interview and, happy to receive that offer and tell the other company that I wasn’t going to be starting there.
[00:05:05]Chris Corcoran: [00:05:05] So, I remember vividly how you came to us. It was through a recruiter, a head Hunter, named Bill Malloy. And I’m reading the email that he sent to Mark and me on April 13th of 2006. “Please take a look at the attached resume for Matt Genoa. Young guy, right out of college, who we think has a lot of potential. High energy, bright, ready to dive into a professional sales environment.
[00:05:29] Like that he took a job selling cars right after he graduated this past winter in order to get his feet wet, finish office apartment lease and make some money. He obviously quickly realized it wasn’t the most professional environment, but it certainly taught them some basic fundamentals. And maybe just as important how to take rejection, overcome objections and prospect.”
[00:05:47] That’s how we got introduced to you.
[00:05:49]Matt Genoa: [00:05:49] That’s crazy. I really dug in the vault for that one. But actually, it taught me another thing too. It taught me the power of relationship selling, which selling cars wasn’t. That’s the way that I prefer to sell. I am not a high pressure salesman. Never have been. I would rather build that relationship and I’ve found that works better for the long run. You may not close as much immediately as high pressure, but you’ll close a lot more in the long run by maintaining those relationships.
[00:06:18]Chris Corcoran: [00:06:18] So, Genoa, you like to play the long game? I love it.
[00:06:21]Matt Genoa: [00:06:21] Absolutely.
[00:06:22]Marc Gonyea: [00:06:22] I think that’s going to come up as we get into your story here, that you’re definitely someone who keeps his eyes on the prize, no matter what the pain might be in the short term, or this is the sacrifice you need to make. Well, let’s get to that. So you start at memoryBlue April of 2006. So, tell us a little bit about what you do remember about working here?
[00:06:37] Matt Genoa: [00:06:37] Yeah. Quite a bit, actually. So, I worked on the MetaStorm account, full-time. I was lucky enough get a full-time customer. And, this was really my first exposure to Salesforce. I don’t think I’d ever even heard of it. And correct me if I’m wrong, I may be misremembering, but you guys were such a believer in Salesforce that the clients that you guys signed on that didn’t have it didn’t you also encourage them to use it?
[00:07:04]
[00:07:04] Chris Corcoran: [00:07:04] Yeah, we would give them a free bonuses if they agreed to work with us, we would either buy them some Salesforce licenses and kind of include that as part of their price. Or give them access to some data through a company called Jigsaw, which Salesforce ultimately ended up buying.
[00:07:18] So yeah, we’ve been proponents forever. And maybe if we should have just bought some stock back then we’d been better off. But yeah, we’ve been a Salesforce customers since 2002, 2003? So we’ve got a long history with them and we’ve been users since the nineties. I’ve been using the product since the nineties.
[00:07:35]Marc Gonyea: [00:07:35] You’re at MetaStorm? That was one of our early clients. We’re very thankful to everyone there. I’m not going to shout them out, but I should. Chris and I were the STRs in that campaign originally, so you were probably like second or third generation memoryBlue SDRs.
[00:07:50] So that’s one of the clients that Chris and I were thankful enough to have a client where he and I were the four on that thing full 40, 48. That was our full-time client too. We were lucky to you got it. We gave it to you for a reason, because we were not going to turn the keys over to MetaStorm to just anybody.
[00:08:02]Matt Genoa: [00:08:02] It was a great account. And, but beyond that, a lot of what I still use today is the soft skills that I gained. And the training, the sales training, I may not be in a sales position now, but I still preach it to my team that we are still selling. We may not be selling a product or a service, we’re selling ideas.
[00:08:23]And I’ll get more into that as we talk about my Salesforce experience. But, things like phone presence. Again, that relationship building that I talked about, these are key to my current role. Things like verbal viruses and making sure that the way that you’re speaking and the pause, all those techniques stripping the line from Sandler and the objection handling, right?
[00:08:46] All of that is still in use today. So I’ve used those techniques and those skills throughout my entire career.
[00:08:53]Chris Corcoran: [00:08:53] And even today, right before we jumped on, you said that, “Hey guys, I’m going to be standing up walking around. Motion creates emotion.” I love it.
[00:09:01] Matt Genoa: [00:09:01] Well boiler room quote. And I want to say always be selling, but really ABC always be closing close enough, right? The other thing which we’ll talk about throughout is the network that I gained. So I’m still working with people, that I worked with at memoryBlue that I met when I first started.
[00:09:16] Chris Corcoran: [00:09:16] You’re kidding me.
[00:09:18]Matt Genoa: [00:09:18] Terry Henredy is working for the archdiocese for military services as..
[00:09:23] Marc Gonyea: [00:09:23] Yeah, Henry.
[00:09:24] Matt Genoa: [00:09:24] …as one of their admin. And I’ve got a pro bono, projects going through Salesforce is “one, one, one program”, which, we donate 1% of our, licenses to 1% of our revenue and 1% of our employees time. So I have a pro bono engagement helping him out on their current–
[00:09:41] Chris Corcoran: [00:09:41] That’s great.
[00:09:42]Matt Genoa: [00:09:42] So we also talked in the beginning, you mentioned entrepreneurship. And I was actually thinking back last night, I think I had about a cup of coffee at Navy horse with you when you first started. And if I remember correctly back then I was actually selling TVs. So there was this unique time where flat-screen TVs had just come down in price and they were becoming more accessible. As we were going out and buying these massive 300 pound big screen TVs.
[00:10:09] There’s still enough demand for it that we could go out and pick these things up for half the price that we could actually turn around and sell them for. Mostly because the people that were selling them wanted to just get rid of them. They didn’t want to move them. And so we were able to kind of find a spot in the market.
[00:10:25] Made a good amount of money on that. And then I think you had me even selling the phone recorders when you moved to the new system.
[00:10:31] Chris Corcoran: [00:10:31] Oh, I forgot about that. Yeah. We had I think, old cassette recorders.
[00:10:34]Matt Genoa: [00:10:34] I still have one, actually
[00:10:37] Chris Corcoran: [00:10:37] Oh my God. I’m always looking for mine. I couldn’t find it. Wow. Okay. So you helped us unload those. Genoa, you were always the guy that if we ever needed something done, that required kind of an entrepreneur, like some hustle, we’d always give it to you and say, “Hey Matt, if you would do this, we’ll cut you in on the action.” and you always took care of it.
[00:10:53]Matt Genoa: [00:10:53] Yeah, it was, and that’s honestly a lot of what my current role is now is finding, getting creative about the ways to help customers. What levers can you pull? How can you go out and make things happen that other people may not be able to identify? And that’s largely, I attribute a lot of that to kind of the entrepreneurial spirit that helps make me so successful.
[00:11:16]Chris Corcoran: [00:11:16] So you were with MetaStorm and you work with us for a series of time, and then he ended up leaving. Were you hired by your client or kind of, how did you end up leaving the firm?
[00:11:24] Matt Genoa: [00:11:24] I don’t remember exactly how it came about. But I ended up at one of MetaStorm’s, competitors. MetaStorm did offer me a position there, but, If I remember correctly, it wasn’t that compelling of an offer. I kind of remember thinking I’m actually making more money at memoryBlue. Even though the base was a little bit higher there, it wasn’t anything that really impressed me.
[00:11:44] And so I went to one of their competitors, Global 360, who made a much better offer, and actually was able to work from home. So that was my first experience working from home as well.
[00:11:53]Chris Corcoran: [00:11:53] Talk to us about Global 360. What did you do?
[00:11:55] Matt Genoa: [00:11:55] So it’s interesting. It’s a stark contrast from MetaStorm. Although the technology was the same, the way we were approaching selling. And identifying leads was so different. MetaStorm had this like amazing marketing program, under Elizabeth Edwards that was really generating these nice warm leads through white paper campaigns and Global 360 had a little bit of that, but not much, it was pretty much entirely cold calling.
[00:12:22] And so, what I did that was different, than the other folks on the team was realized these were going to come to me and simply just pounding the phone also wasn’t going to work. So I started setting up campaigns, focusing on industry, focusing on specific use cases, for business process management.
[00:12:40] And honestly, some of them didn’t work at all. It was kind of looking back on it. My first exposure to the idea of fail fast, which is something I still preach today with a team, try something out. It may not work. And if it doesn’t just stop doing it or adapt. Change what your approach, and if it’s just completely not working stop and do something else.
[00:13:03]Chris Corcoran: [00:13:03] So you did that for Global 360, were you an SDR for them?
[00:13:07] Matt Genoa: [00:13:07] I was.
[00:13:07]Chris Corcoran: [00:13:07] Okay. And then how long did you do that?
[00:13:09] Matt Genoa: [00:13:09] So I was there with them for about 18 months. Actually, during that time, it was when I decided to go back and get my MBA. I wanted to get my MBA. I knew that I would have. Was planning on having kids. And when I was growing up, I watched my father go through his MBA, while working a full-time job and saw how hard that was for him.
[00:13:27] Even not being able to spend time with me. Constantly working, come home, immediately schoolwork till well, after I was in bed, I didn’t want that. So, use the ability to work from home to go back to school. Longwood had just started up an MBA program at that time. They were only offering courses on campus, and my wife was still, well, future wife was still going there at the time.
[00:13:52] So it made a lot of sense to move back. So I picked up courses there, down in Farmville, not a lot of job opportunities, about 12 months, 15 months in, while I had already moved down and was well into my MBA. Now we had a leadership change and, they really shook things up. A lot of the sales team was let go as they brought in their friends from other companies are top performers from other companies and their network, and they decided to restructure the BDR team or SDR, and they wanted everybody in Dallas. So they offered me the option of moving out to Dallas and getting basically a promotion to lead the team and to manage it, or a very generous severance package.
[00:14:41]Asked my future wife. Would you ever have any interest in moving to Dallas? It was hard no. So that made my decision. And so I took the severance package and was able to stay down at, Longwood for the next semester and picked up actually a max load of courses. Typically going to have an MBA, you’re taking two courses per semester. I took four. Each course is once a week, for a three-hour class in the evening. They only offered Monday through Thursday. So I took the max load I could. That got me about halfway through my MBA. And at that point I had the decisions either take out a ton of student loans and stay down as a full-time student, which I really didn’t want to do.
[00:15:23] I had enough often student loans from undergrad. So I decided I needed to move back to the area and start looking for a job. And actually, Chris, I think it was you with Navy Horse that found me my position out of extra.
[00:15:35] Chris Corcoran: [00:15:35] Oh, yeah. Yep. And what was the role there?
[00:15:38]Matt Genoa: [00:15:38] Same thing. It was, as an SDR, went through variety of changes there. But that actually taught me a lot. So the day that I started was the day that Salesforce went live there for their sales team. Vectro sells a CRM for non-profits for associations. And while it works well for associations, it wasn’t suited for a high-tech sales team.
[00:16:01] So they went down the Salesforce route and it was almost like kismet, right? I showed up first day and I’m like, Hey, if you need any help with Salesforce, Uh, any of the reps need help building lists, fuse or whatever. I was always a power user. We use it at Global 360 to develop the campaigns, the call campaigns that I did.
[00:16:20] So from an end user standpoint, I really knew what I was doing. After being there about, maybe six months, I ended up as a top performer. And actually pulled the VP of sales in and pitched him on, creating a new position to manage the team. And I remember pretty vividly, like I never wore a tie or a tie that day.
[00:16:41] And he was laughing about that. He’s like this guy actually wore a tie. Like we went out to the whole sales force. It’s like, he just pitched me on a new position. Look at him, he’s wearing a tie and I didn’t get the position at first. It was. Yeah, I think this’ll work. I like your idea, but we’re going to make you a team lead.
[00:16:57] You don’t have HR authority to make final decisions on hiring or firing. And by the way, there is no pay change. You still have to do your day job but you’re also going to lead the team. So I had to prove myself and that’s something that I’ve found pretty consistently before, throughout my career. Before you actually get any type of promotion, you have to prove that you can do it or show that you’re already doing it, for some time before you actually get it. And then about three months later, he actually came back and I think it was around that. I forget exactly came back with a new comp plan, which was a big step up for me. And then, made me full manager of the team. Speaking of the networks there. So the SI or systems implementer that consultant that implemented of extras salesforce was Rainmaker, which I knew from my memoryBlue days also ended up hiring three memoryBlue to my team.
[00:17:56] Chris Corcoran: [00:17:56] So you stocked your team with, kind of the memory blue SDRs.
[00:18:00] Matt Genoa: [00:18:00] I did. Actually, no, four. That’s always kind of cherry picking. I was going through the memoryBlue alumni, like reaching out to them like, they basically said, here’s the team. You have six head count. I think I had four people hiring which two, we ended up letting go.
[00:18:17] And so I had four to fill and they were basically like, your budget is the $10 or whatever it costs to posted on Craigslist. I couldn’t hire a recruiter. I’d find everybody myself. So it was really kind of, I was cherry picking a lot of memoryBlue alum and they ended up being top performers.
[00:18:37] Chris Corcoran: [00:18:37] There you go. That’s good. And so how long were you serving in the SDR leadership role?
[00:18:43]Matt Genoa: [00:18:43] I think that was about a year. Give or take a little bit, I was a team lead for about three months of that, and then about nine months there. I also, at once I actually got full management. Might’ve even happened before then when I was the team lead. Part of my role wasn’t just leading the team.
[00:18:59] It was to act as a liaison between marketing and sales and I became the Salesforce business admin on the sales side. So building reports and dashboards, anything leadership needed, anything we needed for our team, building the campaigns and working as a subject matter expert with Rainmaker on a future phase, additional enhancements to the initial implementation.
[00:19:22] That’s really what showed me at the time that was what I wanted to do. I was passionate about it. I had the technical aptitude, just not the knowledge. I had a lot of training I needed and I really started to learn Salesforce more and more. I wish in those days we had something like Trailhead.
[00:19:39] It was really just documentation. I mean, even then, the documentation was, there was like an, a Salesforce implementation guide. Which is about 450 pages and the developer guide, which is about 450 pages. Now, every cloud, every product we have has an implementation guide, that’s 450 pages. That’s how much Salesforce has grown in the last 11 years or so.
[00:20:02]Chris Corcoran: [00:20:02] Wow.
[00:20:02]Marc Gonyea: [00:20:02] So Genoa, when you were at a Ventra and you were managing the team, and it sounds like that was really curious. Want to talk about this. When you’re in front of salespeople, you’re an SDR, although you’re interfacing with Salesforce and you interface with marketing, you’ve got a great personality. You work hard, you hustle.
[00:20:19]Did you consider the sales route? Did you not consider it or let’s talk about that because I think a lot of our listeners, we recruit them primarily to be really good at CRS and we can help develop them into sales professionals, but we always talk about keeping the door open for other things. So I’d like to talk a little bit about how that happened. You went into it a little bit, but tell me more.
[00:20:36] Matt Genoa: [00:20:36] Yeah, I did. I actually, I tested it out a little bit. got a small patch, when I was the top performer and, they wanted obviously me to progress into either into closing. So I worked with that for, I dunno, for a little while to give it a test run because they wanted me to just move to an AE and I said, “I don’t know that I want to do that yet. Let me see.” I think maybe some of my car sales experience of that hard pressure close might’ve soured me a little bit to do that. And I did, I found that I really just, I didn’t like it. I was going demos and was really pushing people to close. And I also, in that role, you didn’t need as much technical knowledge as I was looking to get, I might’ve considered maybe going down an SE But I would have needed a lot of training to pick that up as well. So it seemed like a natural progression to kind of almost find a new role, invent one that I could see doing more from.
[00:21:40]Marc Gonyea: [00:21:40] Got it. And then, so you were like, “Wow, this Salesforce thing is really opening up. Smiles to me in terms of my career where I want to go, what I want to do.”
[00:21:49] Matt Genoa: [00:21:49] Yeah, and it went through another leadership change, CEO changed. The original CEO was the founder, and the chairman of the board basically retired the CEO position, still chairman of the board. We hired on a new CEO. There were changes there. Got a new VP. after taking over the team, for the first time in the team’s history, we actually hit quota for the full team.
[00:22:13] Even though we only had five out of six people hired. So we’re down a person and still hit quota, never happened before, shortly after that and the leadership change, the new VP doubled our quota and that was when I kind of had enough, but like this isn’t sustainable, I’m busting my ass and it’s constantly, what have you done for me lately?
[00:22:35] It’s like, look what I just did for you. We burned through a lot of our good leads that to hit that, of course, what’s going to, we’re going to have a little bit of a slump as we build that back up, and these are the things that we’ve been nurturing for six months, many of them. So it takes time, but they didn’t want to hear any excuses.
[00:22:50]So we got access to some other warm leads and I did a full calculation, basically said for us to make up what you just gave us, you’re doubling it because you’re saying we’re giving you these warm leads. They call them a D2R, direct to rep. We would need this many, I went through Salesforce and determined here’s the conversion rate of those into demos, which is what we were setting up at the time. Here’s the total volume. We need on a monthly basis just to make up that other 20. So our quarter was 20 before, and then it moved to 40 and it was nothing they were ever going to hit. Matter of fact, the new VP took over those leads went significantly down.
[00:23:26]So, that’s when, after the leadership change, they decided to, eliminate my position, laid me off, and I decided to reinvent myself, really focusing on Salesforce, went and paid for a training course. It’s called the ADM to a one that the base admin level course. Didn’t get my cert after that. Got it later and then started the interview process started trying to break into, to consulting, which was a ride in and of itself.
[00:23:55]Chris Corcoran: [00:23:55] Yeah. Talk to us all about that.
[00:23:56]Marc Gonyea: [00:23:56] Yeah. So this is really big. Like if someone were to look at Genoa’s LinkedIn profile, they see this is when you were a independent consultant, September 2010 to May 2011. This is when I kind of view you out in the wild, Genoa. Like somebody dropped you off out in the Sierra, Nevada, was like a one match, and that’s all you got.
[00:24:16]Matt Genoa: [00:24:16] I probably had a book of matches. That was my network, right? And I was finding work through it. It just wasn’t enough.
[00:24:22]Marc Gonyea: [00:24:22] Right. Well, let’s talk about that because I don’t think you’re going to, but that was very pivotable and there’s a theme here of you just kinda just working hard, man, investing in yourself, going back to school, getting your cert. And now you’re like, okay, I’m going to gamble on myself. I need to reinvent myself. So let’s talk about the reinvention.
[00:24:37]Matt Genoa: [00:24:37] Yeah. So a lot of it, I started off right away just interviewing. And honestly, what’s the key here is I knew so little that I didn’t even know what I was interviewing for. Like I was interviewed for developer positions. I’m an architect now. I’m not a developer. That’s two very different things and functional or solution architect, very different.
[00:24:54] Technical architects, where you’re really getting into the code. I could have learned that I could have gone that route, but it would have been a even bigger hurdle for me. Plus, I’m going through my MBA, the solution, functional architects, they focus on the business. So that was the right path for me, but I didn’t know that when I started and I had a bit of Dunning Kruger effect going on, right? I knew just enough about Salesforce from being a business admin, knowing reports and dashboards, some of the data structure. I really thought I knew what I was doing with Salesforce. I did not. Looking back on it, I have like, look at some of the things I built and they stand out. I remember some of them like nested if statements in formulas like seven, eight levels deep, and our, senior business analyst is coming back on, like, you’re familiar with the, and or the, or function. Right. And I’m like, Nope. So I was so green and I’m sure these people that I was interviewing with could spot me a mile away.
[00:25:49] Now, what it did for me was started teaching me the lingo. There’s a different language that consultant speak. And a lot of it has to do with delivery and methodology, which that even took me a long time to pick up in and of itself much less the technical side. But also the way that, they talked about the technology and actually going back to the network and Rainmaker.
[00:26:14] After I had gone through and interviewed and was getting further along, I started getting to face to face interviews and I’m still doing kind of my side, $10. 99 or under the table, literally, whatever I could get at any kind of work there. While I was still interviewing, I started getting to face-to-face interviews and it got to the point where I’d make it to the final interview.
[00:26:34]They would call me back and say, you did amazing, which we had two spots. Unfortunately, the another candidate that had comparable skills, but had one year of consulting experience. They might not have even had a strong of a skill in other areas and the soft skill side, but that your consulting really pushed them over the top.
[00:26:56] And so, I talked to John sister and the co-founder of Rainmaker and he said something to me that stuck with me throughout my entire career. I’ve mentored a ton of people and I tell them all the same thing. Consulting, is like chicken and egg, consulting practices want you to have consulting experience to hire you. But how do you get consulting experience if no one will hire you? And there was a good way to do that. Now looking back, the best way to get Salesforce consulting experience without any is doing pro bono work for nonprofits. Going in to help them out. It’s easy enough find them, even if you’re just looking for nonprofits in your area and reaching out to them to see if they need to any help with Salesforce.
[00:27:36] There’s a good chance. If you reach out to 10 of them, five of them are using Salesforce. If not more, if not all of them. But what I did, which actually ended up working in my favor was my father-in-law was CFO of a company that was implementing NetSuite as their ERP. They got sold on the idea of NetSuite as a full package for run in back of the house.
[00:27:59] So they wanted to implement the NetSuite CRM, which at the time was, I don’t have anything good to say. So I won’t say anything at all. And maybe it’s better now. That was a long time ago. And I started working with them on implementing that, which was the consulting experience that I think ended up landing me the job.
[00:28:18] So beyond that I did a couple other key things. One, I got my admin cert, that was important, that showed potential employers that I was serious about this. And the other was I changed the way that I was approaching my job hunt. And instead of going through the job boards, I started reaching out and researching, consulting companies, Salesforce consulting companies online, and started reaching out through their website directly going to their job listings on their website.
[00:28:45] I’ve even found some of them on job boards, but then would go and apply directly through their site. And that was the time that I actually got pretty far along with four, at the time, the larger consulting companies, in Salesforce, they were specific Salesforce. I’ve talked about like Accenture, Deloitte, Camille, Blue Wolf.
[00:29:04] I went a little bit down the process with a period acumen and then the last was Model Metrics. And I forget where in the, in each phase I ended up, but remember going pretty far with a couple of, and the interview process was interesting. First, you kind of go through a phone interview and then they give you a scenario.
[00:29:23] You have to go create your own developer org. They give you a use case and you have to build it out. I remember correctly, they would then go and review that based on how well you did on that, they would take you to the next round of phone interviews. which with Model, I was the furthest along at the time. And then from those, they flew me out to Chicago and said, okay, we’ve basically reviewed what you built. Now you have to present your solution to the customer and why you design things a certain way. You can’t use the org. You can’t use Salesforce.
[00:29:53] So I build a PowerPoint presentation and we had people there that were pushing me. Like, why did you do it this way? Did you think about this? And really had to quickly on my seat, handle those objections, and show my presence in a room. And I’ll never forget a guy that I still work with actually. He’s on a different in our Skippy organizations we’ll get into in a minute, named Bill Coma. He was the VP of Model Metrics of delivery at Model Metrics. And he told me, you did great downstairs, little cafe, go grab a sandwich or something, just hang out, come down and in a few. And they did their deliberations and he came down and offered me a job on the spot. My mistake was that I accepted it without negotiating.
[00:30:36]Marc Gonyea: [00:30:36] You were so thrilled. You were so happy you got the job, right?
[00:30:39] Matt Genoa: [00:30:39] I was. After so many rejections and like so many people telling me you’re great, but like, I got so tired of hearing the “but”. But we have this other candidate that has this little bit of experience, but we have whatever. I was just so thrilled now, but it was still a mistake and it definitely, I felt the impact of that for a while as I work towards building my salary back up and I took a pretty significant haircut from my job at a Vectra to take this role. But I, again, playing the long game, I saw the potential.
[00:31:12] Marc Gonyea: [00:32:08] And, Hey Genoa, at that time you took it, you’re thrilled. And maybe like, whenever you realized, Hey, maybe I should’ve negotiated for a little bit more. What did you see the potential though? What were you envisioning?
[00:32:19]Matt Genoa: [00:32:19] Again, I think I was still at that time envisioning I’m going to go cut my teeth and then I’m going to do this. It was hard for me to find my own work when I was looking for that. And as an independent consultant, because I didn’t have that pedigree. And so I do this for 10 years, whatever I established myself and I’ll have that pedigree and it’ll have the network and it won’t be as hard. I’ve since realized it’s still incredibly hard, no matter what your pedigree is to go out and find and close deals, for consulting work, because you’re going to have a lot of the competition and competition that may be bigger than you and willing to undercut.
[00:32:55]And actually drop their price below where they’re even going to make a profit to sign on the customer for the first time. That first engagement is so critical. You do well on that. And you’ll have a repeat customer. It’s almost like some of these customers I work with, they’re tied to the hip.
[00:33:11] Now that Salesforce becomes so specialized, we try to convince them, like that’s not a recommended partner for field service area I focus in. You should have somebody else come in and they say, no, this is who we’ve always worked with. It doesn’t always work out well. We really warn them of the risks, because just because you can implement other areas of Salesforce doesn’t mean you can implement the old service or CPQ or part OD or whatever, all these e-commerce or commerce cloud, all these new areas of Salesforce.
[00:33:40]Marc Gonyea: [00:33:40] So you accepted, started from there.
[00:33:42] Matt Genoa: [00:33:42] Yeah. So, that took me really on my Salesforce journey. So one of the big things that I realized almost immediately was how little I actually knew. I was still going through my MBA. Longwood had started offering online classes finally. So I was working on finishing that I was hired in May of 2011.
[00:34:04] So it’ll be 10 years next May and started working immediately. Like I had my orientation then for one week and then immediately was full-time on a project. It was hard to balance the two, of learning Salesforce at the same time of working on my MBA, it was really too much, but I had a time window when I had to finish my MBA and I wasn’t going to give this opportunity up. So it was a lot of, all-nighters a lot of really late nights, kind of brute forcing it, fake it till you make it sort of thing. Graduated from my MBA in summer of 2012, Model Metrics was acquired by Salesforce in December of 2011. Salesforce was at the time when I first started, even though I thought my end goal was to start my own practice.
[00:34:49] Salesforce is where I wanted to be. I figured working at Salesforce for a period of time, like that’s going to stand out far more. If I go start my own practice than anything else. So, I knew it was a great company to work for. And so once I’d finally finished up my MBA, I was able to really focus in on learning Salesforce and that’s when things really started to click. I was able to go from being staffed as a BA, business analyst, which is basically somebody that just does the configuration, right? To a senior business analyst. But I knew enough that I was able to start working on designs. I had some great coaches and mentors once now that my focus was really 110% on Salesforce, it was all I was doing and a look back and one thing that was critical there was, I didn’t take a break from learning. I graduated my MBA and I immediately just took all of that time that I was spending there. Maybe I didn’t spend as many all-nighters and refocus it. So, I was still working probably 70-hour weeks, easily working every weekend to try to learn this.
[00:35:51]And so I was able to pick it up much faster that way. And that’s what really helped move me towards these more senior roles. Once I had done that, there’s a couple of key pivotal moments, and I want to take a second to just differentiate and maybe say there’s two different types of promotion. There’s one, at least at Salesforce, there’s a title based promotion and that is a higher title and higher pay.
[00:36:14] But there are also a role-based promotions, that don’t come with a title increase. Sometimes they do. It just depends on what area you work in. But in the group that I was working in, you really had to be operating at that different level at that next level, that higher role, to get your promotion and largely, we still look for that. But beyond that, it was key to continually moving myself along and I didn’t do this well in the beginning. I still had to ask for it. I thought coming from sales, right? There’s not a whole lot of variability and base. It’s not where you make your money.
[00:36:47] You make your money on commission, right? You make your money on your bonuses. So I still thought your numbers speak for yourself, right? High billability high utilization rate, and the promotion should just come high C-SAT scores from your customers, customers that are afraid to lose you, that will sign on what’s called a change order, to keep you on for an extended period of time.
[00:37:07]I thought all of that would just be enough. It wasn’t. I still had to go out and ask for it. So the first actual title promotion that I got, I think it took about three years. Part of that was I had a lot to learn. I was pretty green, not just on the technology, but I also had to learn, the methodology for delivery and how consulting works.
[00:37:27] I had a lot to learn, but that’s taught me a very valuable lesson. Another key pivotal moment that I had was at the time I was doing all sales cloud implementations, my area of expertise in like specialty was forecasting. I knew the sales business really well from my prior history and one of my coworkers was trying to bring me over to the service cloud practice. And for awhile I hesitated. It was not my comfort zone. I just didn’t know that world. Turns out, I actually knew more about it than I thought because call centers can also include outbound sales call centers.
[00:38:03] So there’s a lot of similarities there in some ways. There’s a lot of things that are different as well, but I knew more than I thought I did. And I decided finally, just to take that leap and actually, so coworker set up a meeting. It was 30-minute meeting. I thought it was just to meet with this person that’s my current boss, my current VP, who was the manager of the team at the time. And I thought it was just like kind of a meet and greet. And within 10 minutes, he’s like, “So we’re going to bring you over.” And I’m like, “Hold on.” I’m like, I just felt, we were just like meeting. He’s like, “Wait, you want to do this, right?” I’m like, “Well, I wouldn’t be talking to you if I didn’t, but I haven’t even told my manager or anything.” It wasn’t the best way to do that. I should have spoken with my manager first and things, but it was definitely one of the best career decisions I think I made, because what it did is opened me up to an area of specialization where instead, before I could have been staffed on any project, right?
[00:38:58] That we call it the generalist. The service club practice was focused on surface cloth. Now, every once in a while, they’d get staffed on something else, but they really tried not to, it was focused on service cloud expert, and that pushed me to learn a different area of the product, and learn it much faster.
[00:39:14] So I think I’ve been on the team maybe two weeks or something and my new boss, basically said, “Hey, we’re doing this academy. It’s like a training event of all Salesforce for the team. Like you’re going to train knowledge. You good with that?” I’m like, ” I’ve never touched knowledge, but sure.” And if you really want to learn something, go train somebody else on it. It will force you to learn it far better. And that really led me towards this idea of specialization, as I mentioned, is what led me towards field of service. Part of what also led me there too, is kind of going back to my sales days.
[00:39:47] As I built up a network, and had enough credibility, I started reaching out to the sales reps, people who sold services at Salesforce called account partners. Now they’ve been there a dozen different titles. And as I was about, usually about a month, sometimes two months out from the end of a project, I’d start reaching out to them to review statements of work.
[00:40:07] Making sure that I put a set of eyes on them, that they were scoped correctly, that they had the right resourcing model in place and really paying attention to what I was interested in. And that allowed me to start picking my projects. So while I relied heavily on people pulling me into projects before to keep my utilization high and being signed on for change orders, one after the other.
[00:40:29] And I didn’t have a lot of what’s called bench time where you’re not staffed. This made it so that I had less than zero. What I mean by that is I was actually convincing current projects or if I was on a change order or something, working with them to either have somebody else staffed that might be better suited for what they needed.
[00:40:46] Just really trying to align that, working with the project team for the other project team maybe I can come on a week late, something like that, trying to work on that. It didn’t always line up, but that’s why I always had three or four of these, so I could kind of take my pick.
[00:40:59]Chris Corcoran: [00:40:59] Super resourceful, Genoa.
[00:41:00]Matt Genoa: [00:41:00] Yeah. I’ve coached a lot of people on that as well. And it was something that a lot of people, it’s not that they wouldn’t do it. They just don’t think that about how you might be able to do that. And I was actually coached on it myself and that’s what led me to actually to field service.
[00:41:14]I picked probably the worst project that I was ever on. It was miserable, just because of the customer. Well, it was my first field service implementation, which was before we even had a product for field service. At the time, we were implementing what was called the field service offering, which was a product that Salesforce services had built. And really the idea was, we’re building this to sell more services. What wasn’t like a product we were looking to go out and monetize necessarily looking to sell more services. Shortly after that, I think I started that project December 2015, March of 2016 is when we signed the OEM agreement with Click Software, which is what became, what was initially field service lightning has since gone through recently, a name changes now, Salesforce Field Service. We acquired Click, in August of 2019 of last year.
[00:42:06]Chris Corcoran: [00:42:06] Hey, Matt. So for the listeners and for me too, what’s the difference between the Salesforce that I use and Field Service?
[00:42:14]Matt Genoa: [00:42:14] That’s a great question. So the main difference is whether or not you’re a mobile worker, what field service is entirely focused on the best way to think of it is it’s designed for, say your cable company provider, right? They all have some version may not be Salesforce, but it will optimize the appointments that they have. It will follow a much better route based on rules that you put inside. There is a heavy algorithm behind it and in a really intense rules engine, and it also comes with a specialized mobile app. So, I like to use this term, but most mobile apps are a lot of mobile apps, you think of something like Facebook or even the Salesforce mobile app. They’re designed to be sticky.
[00:42:51] They want to keep you in the app as long as possible. Using it, whether it’s entering data or just viewing ads or whatever it is. The field service app is designed more like Teflon. We want you to go in only see the relevant information, do whatever you need to do in as minimal steps and get back out in the field, performing work.
[00:43:08]So that’s a big differentiator there. It also has a much more robust offline capabilities. So if you don’t have connectivity, you can still perform your work that you need to.
[00:43:17] Chris Corcoran: [00:43:18] What about that use case was so interesting to you?
[00:43:21] Matt Genoa: [00:43:21] So it wasn’t necessarily just the use case. Part of it was the challenge, field services is an incredibly complex domain. It spans across many different industries, right? And you think about, we have customers that are lawn care. We have customers that are manufacturing multi-million dollar piece of health care equipment, right? And everything in between, and each has a very unique use case and the way that they want to do things from how they set up their schedule to how they perform their work. What really excited me about it and made the decision to focus on it was that it pulled in pieces of all of the experience that I had.
[00:44:00] So our product ties into every other product in some way that Salesforce has. Especially from sales, it really closed the gap between sales and service. It was a key thing we were missing. This thing about if you sell a piece of equipment, well, now that equipment needs to be installed. So that’s a mobile worker that needs to go out and install that.
[00:44:21] We covered the sale. We would cover the support of that from a call center standpoint, with service clock, but we missed that piece in between. Now we have that end to end cycle. We also have the ability to focus on a marketing and you name it. All of the areas of Salesforce. It also uniquely kind of fit. So the things that I focused on, so there’s an example in my MBA.
[00:44:46] I don’t know why, I guess I think I just found it interesting. My electives, or in supply chain management, and we have a robust inventory management system. An inventory management is incredibly complex to deal with from a business perspective. Not so much from a technology perspective. So, I became the inventory and asset guru, right?
[00:45:07] I was also, fortunately it was like really good timing, right place, right time to have decided that. Cause I decided at the end of 2016, after that project, I would say this is what I want to focus on. Shortly thereafter, in February of 2017, this new team that I’m on was found, it was a new idea.
[00:45:24] We started off, we’ve gone through a couple of titles, but we were CSG product managers. Our job, CSG stands for customer success group. We were focused on working with our customers and then bringing that back to product. So, acting as that liaison between the customer and our product organization and engineering. And being a product manager was something that one of my colleagues and I had talked about on the prior project, something we really wanted to do. This was kind of the best of both worlds. And if had I not decided to focus on field service, I probably wouldn’t have stayed on that team. I probably would have stayed in consulting. The team was cut to about 10% of the head count. 90% stayed in consulting, 10% stayed in this new role. So it really opened up a lot of doors.
[00:46:11] That’s another area where I would consider that a non title promotion was moving to this role. Similarly, as I moved to the management recently, that didn’t necessarily come with a title, but in between all of those I’ve been have had four title promotions as well.
[00:46:28]So,
[00:46:29] Chris Corcoran: [00:46:29] Matt, your experience in sales development and sales management and sales. How useful has that been to you as you’ve migrated into consulting?
[00:46:39] Matt Genoa: [00:46:39] Extraordinarily useful. Go back to that topic of you’re selling ideas. I work with customer after customer where they want to tell us, give us the best practice. How should we do this? And we tell them what it is, and then they may go, Oh, we can’t do it that way.
[00:46:54] We’re special. They all think they’re special snowflakes. They’re not. There’s a whole blog written about it. a lot of that has to do with a variety of factors. Sometimes it was limitations in technology that forced that business process to be what it was. Sometimes it was, people that have, these could be processes have been around for not just years, but sometimes decades and people that are the subject matter experts on it. They can’t understand a different way of doing it because they’ve been working at the company for 10 years and it’s always been done that way. Or they could have been the person that created that process in the first place. So, it’s their baby and you don’t call her baby ugly. And so it’s really tough to convince people to change their mind. You can’t do it directly. And so that’s where the sales training really comes in. Things like leading questions. You want them to come up with the idea and drive them towards that without directly coming out and saying it. You want to be able to handle again, handle their objections, As they arise and empathize with them.
[00:47:53] And you may not win them all. That’s one thing that I continually tell my team, is if you get them even to admit that, yes, that’s a better way, or it might be a better way, but we can’t do that right now for any number of reasons that happens a lot. They can’t handle the change management in the organization. That’s a win.
[00:48:11]Chris Corcoran: [00:48:11] So, Matt, what would you say to an SDR who aspires to get into consulting? What advice would you give that individual?
[00:48:18]Matt Genoa: [00:48:18] I can speak to Salesforce, consulting other areas. There’s so many different ways and different things that different areas of consulting like business management or management consulting. I’m not too familiar with what that would take, but my guess is it’s largely the same, get some type of consulting experience, whatever that is, even if you’re not getting paid for it, pro bono work.
[00:48:40] The other thing, as far as Salesforce is, Trailhead. Certifications are important. You’ll need those as well. Even at least the baseline of an admin cert is always going to give somebody a leg up, but becoming at least a ranger on Trailhead, the difference certification as a test, I’ve seen people with 16, 18 certifications that don’t know how to apply the knowledge.
[00:49:01] They’re great at taking the test. So, it’s a good indicator that somebody knows what they’re doing, but Trailhead actually shows that you can apply that knowledge as well. And then experience on top of that’s kind of the trifecta.
[00:49:13]Marc Gonyea: [00:49:13] Genoa, this is great because you’re giving people who don’t have this sort of knowledge at memoryBlue. Either people who work here now or thinking about it or people who’ve left um, some insight in how that world works. And, on top of the information is inspiring because a lot of people aren’t going to want to take a significant pay cut, and that’s going to stop them from doing things. And the fact that when you had a veteran, you took a cut, they go figure out you wanted to crack the salesforce.com world. That says a lot about you, but it also illustrates to people that it just, it doesn’t come easy. You gotta work for it. And along the way you have to do things like I wrote down.
[00:49:44] You gotta ask for it and be the ask for promotion or ask for a new job. So I was going to make yourself valuable, right? You need to be the way you kind of position yourself in the next job. And mirroring your skill set up with the next customer and getting them to want to ask you to come back.
[00:49:58] And then everyone benefits from that, right? Salesforce, your client, you professionally, everybody wins.
[00:50:04]Chris Corcoran: [00:50:04] I like the hustle mentality of Genoa, bird-dogging opportunities as they’re coming in, talking with the sales reps, scoping the ones, and then figuring out a way to get staffed on the projects and engagements that were most interesting to him to take him to where his career, where you wanted to take your career. You didn’t just kinda go with whatever the tie took ya. You made it happen.
[00:50:26]Matt Genoa: [00:50:26] That is so key, no matter where you go, take control of your own career, it’s not going to just fall into your lap, even if you think it does. It’s because you did something else, right? Because you put yourself in that position for that to happen. It’s so important and I’m not done doing it either.
[00:50:46]Chris Corcoran: [00:50:46] That I believe.
[00:50:48] Marc Gonyea: [00:50:48] So Genoa, as we wrap up, do things go for you? Like, do you want to keep doing? What should we be looking for?
[00:50:54]Matt Genoa: [00:50:54] That’s a great question. Moving into management is definitely a different role for me. I’m moving away from the technology being a true expert. The opportunity that I had with field service was amazing because I was able to get in on the ground floor for a time, myself and my counterpart on the team that both focused on field service.
[00:51:14]We knew how to implement the product better than anyone else in the globe. We may not have known all the ins and outs of it. There were product managers that had different areas, but as far as implementation was concerned and how to customize and configure it. Now that quickly started to expand. It was one of our first goals expand that.
[00:51:32] So that was great. And it was also, kind of getting right place, right time. It continues to be the fastest growing product in Salesforce history. But where from here. I actually am really enjoying leadership. I’m always a little hesitant to move too far away from the technology, but that’s going to happen, but I want to start thinking bigger, more strategically, have more impact on the company as a whole, rather than just necessarily, my piece or my area of it, or, the success of the customers we work with because ultimately that’s our end goal. I mentioned that the name Skippy, the team that I’m on is the Strategic Customer Product and Partner Engagement, the mouthful part of that product engagement pillar.
[00:52:12] It may be within my product that I start thinking bigger about, how we positioned in the marketplace, as we’ve met with Gardner, I presented to Gardner this year, which was amazing. I was able to, last year we started up this idea of what’s called ambassador program that gave me a taste of leadership, was able to grow that program faster than any other product area.
[00:52:37] Just through grassroots campaign, getting people excited about working outside of their day job to focus in on this product. So, whether it’s that or whether it’s exciting people about something else, whether it’s really driving towards a larger goal. I think I have more value to provide on a bigger scale, how that comes. I’m always just looking for opportunities, keeping my eye out of where I can add more value.
[00:53:00]Marc Gonyea: [00:53:00] Well, Genoa, it’s been good, man. I’ll tell you anyone listening, Matt must’ve mentioned three or four times about mentoring, having mentors and needed a mentor himself. I know he’s not looking for things to do, but I would certainly at a minimum reach down and connect with him on LinkedIn.
[00:53:14] And kind of put him in your back pocket because Matt’s a great guy and Matt, Chris and I, and Sarah, appreciate you sharing all this feedback and wisdom and insight with us.
[00:53:23] Matt Genoa: [00:53:23] Absolutely feel free to reach out, be happy to help in any way I can.
[00:53:26]Chris Corcoran: [00:53:26] Very good, Genoa. Well, we appreciate your time and it’s great catching up with ya and, I’ll enjoy continuing to watch your progress as you, continue to crush it.
[00:53:35] Matt Genoa: [00:53:35] Absolutely after COVID is done, but to get together for a happy hour.
[00:53:39]Chris Corcoran: [00:53:39] There you go.
[00:53:40] Marc Gonyea: [00:53:40] That might have some TVs that you can sell.
[00:53:42] Matt Genoa: [00:53:42] I’m out of that business now. Thanks again for having me. though. This was a lot of fun.
[00:53:48]Chris Corcoran: [00:53:48] Absolutely. Thanks for joining us
[00:53:50]Matt Genoa: [00:53:50] Have a good one.