Episode 42: Trey Surber – Built On Trust
Imagine pouring your heart and soul into a potential $500K+ deal for nearly a full year, only to lose and find out the winning company had it in the bag the whole time due to a personal connection.
As Trey Surber will tell you, some sales lessons are powerfully painful. But through those lessons, Trey, now a successful Account Executive at Tableau, forged a winning sales philosophy built on repeatedly earning client trust.
Inspired by his father’s successful sales career, Trey launched his own professional path selling bikes, ceiling tiles, and, eventually, learning about high-tech sales at memoryBlue. His range of experiences include selling products as well as services, selling into commercial and federal spaces, and even reaching the Finalist stage of the memoryBlue Alumni of the Year award competition in 2016. He is a highly accomplished sales professional brimming with outstanding advice for those setting out on this career path.
In the latest episode of Tech Sales is for Hustlers, learn why building trust is paramount to Trey, how sales was always in his blood, and why he believes bringing energy to your daily routine will set you apart from the pack.
Guest-At-A-Glance
Name: Trey Surber
What He Does: Trey is an Account Executive at Tableau. He’s always had a knack for sales, but realizes his true potential is fulfilled with a career in high-tech sales.
Company: Tableau
Noteworthy: While working at Savvis, Trey managed to win a $200k RFP. Trey mentioned how politics played a large role in the deal and mentioned how important it was to be vigilant throughout the deal cycle.
Exit Year from memoryBlue: 2009
Months at memoryBlue: 11
Alumni Path: Hired Out
Where to find Trey: LinkedIn
Key Insights
⚡ Is building good working relationships with clients the key to being successful at sales? Trey emphasizes the importance of creating meaningful and robust working relationships with clients and establishing a foundation of trust.
According to Trey, if you manage to build trust, clients keep coming back to you, and then you have a strong base of satisfied clients supporting your career.
⚡ What are the key differences between federal and commercial sales? With experience in both federal and commercial sales, Trey shares his perspectives on both types and what it takes to be successful. From Trey’s perspective, a salesperson can control more of the sales process with commercial deals and he prefers that type of process
⚡ How to grow and maintain your sales skills? You can’t remain stagnant in sales and it’s important to continue building sales skills. Trey breaks down how to build and keep strong sales skills that will always be useful – no matter what the “latest and greatest” trends are in the industry. Trey mentions how listening to stories from other successful salespeople helps build skills and provides inspiration.
Episode Highlights
Hard work pays off – it’s not a myth, but a truth
“Work harder than you’ve ever worked before. Every single day. Be competitive and take every day seriously.” Working hard has proven to be Trey’s biggest asset. Challenging yourself, your skills, and being competitive with both yourself and your team is an inevitable part of a successful sales career.
Build a foundation of trust with clients and it will provide great returns
Over the years, Trey has seen firsthand the types of impact trust has on deal flow. In one scenario, Trey recalls how focusing on a relationship over a single deal is better, “I can’t even tell you if we won that particular deal, because that particular deal wasn’t as important as having the relationship.”
Draw energy from the competition and you’ll be successful at sales
“Energy is what you need every single day in sales. You gotta find it somewhere. And those who find it within competition have a huge leg up on being successful. So very early on, regardless of what sales position you’re in, if you’re able to peg someone or something as your competitive benchmark, you’re going to do well.”
Federal selling vs commercial selling – what’s the difference?
“So you feel like you have a little bit more control in commercial situations in that you can formulate the process yourself a little bit better. I mean, yes, there are more questions as to how the sales cycle is going to turn out, but at least you have more control over some facets of it.” Trey also mentions that commercial sales have shorter cycles and are less complex, so he prefers them.
Transcript:
Trey Surber: [00:00:00] The more seriously you take your time at memoryBlue, you never know where it’s going to take you. And I think back to it all the time, I’m glad I worked so hard when I was there, because it set me up for success.
[00:00:41] Marc Gonyea: [00:00:41] Today we have Trey Surber on the podcast. Three very interesting fun facts about Trey. One, he was Alumni of the Year runner up, a silver medalist, which that in itself is a very, worthy accolade. And I say that in all seriousness. Number two: During this time that memoryBlue as an SDR, he hit quota every month.
That’s baller status right there. Three: this is like one. We’re going to talk a little bit about, he lived in Amsterdam and Holland, the Netherlands, the Dutch, the team with the most bad-ass soccer uniforms for three years, he worked there for Deltek. And while he was there, his second child graced the world with her presence. And now Mr. Surber is an AE at Tableau software. So Trey welcome.
[00:01:26] Trey Surber: [00:01:26] Thank you. Glad to be here.
[00:01:27] Chris Corcoran: [00:01:27] Trey, great seeing you, and yeah, we appreciate you making time and can’t wait unpack your career and share it with our listeners.
[00:01:33]Marc Gonyea: [00:01:33] I want to hear some knowledge, Trey. I want you to drop some science on us, but before we do that, let’s go back in the time machine a little bit. And just for the listeners to get to know you a little, tell us a little bit about yourself. We don’t need to go into super detail, but where you were born, where you grew up, or give us a little bit into what you were like as a kid.
[00:01:51] And we’ll go from there.
[00:01:53] Trey Surber: [00:01:53] Yeah. so thanks Marc. my history is, varied in terms of, where I’ve been and what I’ve done as referenced by the. Living in Netherlands piece, but basically I grew up in a small town outside of DC called Winchester, Virginia. It’s about an hour outside. grew up with my father in high-tech sales, his entire career. and he commuted into DC. wanted to needed to be by an airport, so right beside Dallas. So Winchester was a good place to settle down, . I went to a pretty good high school was able to, get into Hampden-Sydney college, which is in, south central Virginia, all male school.
[00:02:26] Marc Gonyea: [00:02:26] Let’s talk about that.
[00:02:27] Marc Gonyea: [00:02:27] Some of our best hires have come out of that place. And I remember Chris told me about it. I said, what do you mean we’re going to hire these guys from this all dude school? I think everyone who’s worked for us from their school has been really good person good at their job. Well, two things. What were you like as a kid growing up? Did you think you’re going to go into sales ’cause your father was in sales and then talk a little about why you decided to go to Hampden-Sydney.
[00:02:47] Trey Surber: [00:02:47] Yeah. so basically my whole life I’ve been an extrovert. Right. So in terms of, thinking about what I wanted to do, I’ve always looked up to my father. He’s always given great life advice. So knew that I wanted to be associated with high-tech. Knew that I was going to go the sales route, but the older I got, the more I realized, sales can be fun. and I’ve always looked at sales as a challenge, as a puzzle. Right. So, basically what my father did combined with wanting to play to my strengths, but halfway through college, I kind of realized, okay, sales is the direction I want to go.
[00:03:23] How do I parlay and economic degree into a career in sales? So half of my college career was really trying to understand, myself, how to apply, economics to technology, at that point, and still to this day, Hampden-Sydney doesn’t have a sales curriculum, not many colleges do, as you guys know.
I did hear that, you guys are going to do maybe a sister podcast on sales curriculums, which I think is super interesting, because the more that colleges can come to grips with sales is leading most companies, in one way or another, they really need to have that facet to the curriculum. better off the colleges are going to be. So I’m a huge advocate of that wish I could have, found one within my college. When I was there at the point, I realized I was going to go into sales. but basically, after that, once I graduated, I understood that sales is where I wanted and needed to be.
[00:04:16] Trey Surber: [00:04:16] Yeah. just being there affected me as a person and as a salesperson. So being at a college, that’s all male is interesting, right? it’s only one of three colleges left in the world or in the U. S. that’s all male. So, put myself out there in deciding I wanted to go there had a great economics program. But also the men that go there are very outgoing and tend to be extroverts in themselves. What comes out of there seems to be, strong finance majors, politicians, as well as, very good writers as well.
[00:04:49] And the reason is, they have a rhetoric program. So basically rhetoric is in its purest form, persuasive writing and speaking. So actually one piece of Hampden-Sydney before you graduate is that you have to pass a rhetoric proficiency exam. And I thought that was interesting when I went in, but super interesting.
[00:05:06] Once I realized sales was the direction I wanted to go. So started to put a little more emphasis on it. When I was at college to pay a little more attention, what they were teaching in terms of how to write persuasively and how to be a good public speaker. And I think I came out, Much for the better after I graduated having that foundation for sure.
[00:05:27] Chris Corcoran: [00:05:27]What I love about Hampden-Sydney, the guys look out for one another. There’s such a strong alumni network, you treat that very seriously, Trey.
[00:05:32] Trey Surber: Yeah, absolutely. We’re all very close. It’s only about. it varies between 1,000 and 1,500 attendees, total, for all four years. So everyone knows each other. after we graduate a very strong alumni network, I think we’re second in an alumni network only to VMI, which has an absolutely incredible alumni network as well. A lot of which is enrichment, which kind of parlays into, where I ended up after college to graduate at Hampden-Sydney and was able to get my first real sales job in enrichment. as far as previous sales experience. I actually worked at a bike shop over the summers, back in Winchester for three summers, fixing bikes. But every once in a while, I’d get out on the floor and I’d sell some bikes.
[00:06:15] And so the manager said, wow, we wish we could hire you on permanently to sell bikes. And at that point is when I understood that sales might be a strength. So fast forward again, to Richmond, moved there was able to get a pretty good job selling, um, wait for it, ceiling tiles. I was able to use the Hampden-Sydney network, to get a job under one of my classmates, his father ran one of the largest Armstrong distributors on the East coast. So I was selling, hundreds of thousands of square feet of, basically. Styrofoam and sawdust, and it really allowed me to cut my teeth in terms of professional sales setting. a little bit different in terms of the customer was a little more kind of millionaire next door. If you’ve read that, more blue collar, but at the same time, smart, very smart in terms of pricing in terms of learning how to negotiate. So, I enjoyed that quite a bit.
[00:07:12] Chris Corcoran: [00:07:12] Trey, so was that a field sales role where you out going and visiting customers and meeting people face to face or tell our listeners a little bit more about what you were doing in that role?
[00:07:20]Trey Surber: [00:07:20] Yeah. So initially when I got there, I was basically sales support. So it was a tiny office. It was just the owner, an office manager, the owner’s son who was basically the same position I was. And then a senior sales guy that was basically it, four or five of us there that were covering.
[00:07:38] Hundreds of miles of needs for ceiling tiles. So my initial role was, basically sales support doing, layouts and quotes, doing some estimating for our lead sales guy to go out there more in the field and sell directly to those that. we’re installing ceiling tiles. So our main goal was to persuade, whatever the general contractor or subcontractor was in using our. Particular ceiling tiles. So the better pricing, the better relationships that we had, the more the company grew. so, after about a year of doing that, moved up into more of a scouting inside sales role, where I would literally drive around to different sites. basically trying to understand where the work was. And then once I understood where the work was, literally getting out of my truck, walking up to whoever it was saying, Hey, who’s in charge of ceiling tiles and going and giving quotes right on the spot. So, I mean, we’re talking gorilla sales at its most kind of purest form. and you want to talk about difficult. It was difficult. it was scary. but both of which, made me a stronger salesperson for it. So kind of a hybrid role between, sales support and inside sales, was able to make, a few very decent sales doing this. And I mean, that’s, cold calling at its most pure form. And when you get a win like that, nothing feels better than that. Nothing. So that also helped. Seal the deal for me wanting to be in sales.
[00:09:00] Chris Corcoran: [00:09:00] So were you selling typically commercial real estate?
[00:09:03] Trey Surber: [00:09:03] Yeah. So it’s all, commercial, contractors. So it’s basically, architect specs out, building something with the owner. They work together, they hire, a general contractor to go, architect works with the GC, works with the owner to, build the specs. They spec a ceiling.
[00:09:19] They don’t necessarily spec what’s being used in the ceiling. So that’s my niche. that’s where I am in that. if there’s any question about, material being used for that ceiling, that’s where we want to take that market share. So, most of the time I’m working with, very large commercial subcontractors that just do ceilings and they have. maybe three competitors, us and two others. So they could go with, sometimes they use us sometimes not, if we’re talking about a million plus square feet, it’s never a layup, it’s very strategic pricing, very strategic in terms of how we can get the material to you. and yeah, lots of moving pieces.
[00:09:56] Chris Corcoran: [00:09:56] SO I guess one of the challenges I would think would be, how do you differentiate yourself from your competitors? is ceiling tile.
[00:10:03]Trey Surber: [00:10:03] Yeah, that’s a very good question. And that comes back to, the opposite of solution sales. Like I’m doing now, right? Or like you guys teach and the opposite of solution sale is commodity sales. So commodity is being, interchangeable items that, the person buying may or may not care, what goes in.
[00:10:23] So in those cases, marketing is huge. In terms of making sure that the brand stays the brand. Now, luckily I was working for the distributor of Armstrong ceiling tiles, which is basically if not one and two every year in terms of, ceiling tile, distributors, or manufacturers. So I had the brand name going for me, which was nice. Everyone knew who I was walking in, but at the same time, that gets into whole other group of challenges, which are okay, well, yeah, I know who you are, but what kind of pricing can you give me? What kind of guarantees or SLAs if you want to tie them to high-tech can you get me on delivery support and what if something goes wrong and that’s where the real selling starts.
[00:11:06] It’s okay. Here’s the package for this particular project? Here’s the pricing we can guarantee here are the SLAs we guarantee. and Oh, by the way, you’re going to be going with the highest quality product on the market. did that lead us to wins every time? No, absolutely not.
[00:11:21] Right. because again, it’s kind of project by project. And if the competitor decides he wants to swoop in and drop his pants, it’s not a whole lot. We can do. I mean, there was only a handful of customers that we had that would, still go with us if the competitor drop their pants that far.
[00:11:38] So, just always had to be on the lookout for that, really build that relationship.
[00:11:42] Marc Gonyea: [00:11:42] So you did that for how long until you, ended up with us? So let’s talk about that transition. so that’s a good question. So, an interesting transition. I did this for about two and a half years. got to a point where the senior sales guy was still there. I wasn’t sure this is what I wanted to do forever still knew I wanted to get into high tech, but was still learning, and actually got got sold, on the money.
[00:12:06] Trey Surber: [00:12:06] You can make an insurance. And so went to an insurance company for
[00:12:10] Marc Gonyea: Did my insurance sales guys sell you insurance?
[00:12:14] Trey Surber: No, but you’re right. It could have been anybody’s insurance guy right. Hey, do you have any friends who do you know? no, basically went to one of those, career days where they get everyone in a room and if anybody can do insurance recruiting, it’s insurance, recruiting people. and so basically got sold on it. not a big name insurance company. it was only there for six months realized very quickly. This is not what I wanted to do. Wasn’t learning really anything practical.
[00:12:41] Marc Gonyea: [00:12:41] It’s hard though. that’s hand to hand combat and you’re selling someone. That and sale insurance is a good experience in so many ways.
[00:12:48] Trey Surber: [00:12:48] yeah, it is. And, you know, I learned a lot about what makes, a good salesperson and why selling and how you do it is so important. because with insurance sale, yeah. It’s cutthroat, you’re in there, you are, trying to basically sell hopes and dreams, to use a cliche, but at the same time, for those in there that are looking for a more serious, steadfast position in sales, it’s up and down.
[00:13:11] You really have to be an insurance guy from the start or you’re not going to. Really feel like it’s there for your longterm. So basically I left there, and went all in, for a high-tech sales position. So, enter Marc and Chris with memoryBlue. And if we go back to, my father, who worked for actually in storage, worked for, uh, federal storage bar. So a reseller who sold Hitachi storage to the government, and always did very well in his role. Liked it a lot. He’s a very technical type of seller. He worked very closely with a partner of his who just happened to be Marc’s old boss from MicroStrategy
[00:13:48] Marc Gonyea: [00:13:48] That’s right.
[00:13:48] Trey Surber: [00:13:48] And, and so, when my father was talking to Marc’s old boss, he mentioned, Hey, Marc did extremely well for me as a seller at MicroStrat, starting this really cool new company that’s like a sales boot camp. your model was so new back then and so innovative, not a lot of people knew about it. And I said, wow, that’s interesting.
[00:14:07] Marc Gonyea: [00:14:07] Just for listeners, this is in July 2008 ish. Chris and I were still in our early thirties.
[00:14:15] Trey Surber: [00:14:15] How long you guys have been doing memoryBlue by that point? I forget. Started in your basement, right Chris?
[00:14:20] Chris Corcoran: [00:14:20] Yes, it was Marc’s basement. We started in 2002.
[00:14:23]Trey Surber: [00:14:23] Yeah. ‘Cause when I got there, there was 10 people. There’s just 10 of us. I sat right in front of Mark. Actually. No, I sat right in front of Chris, right next to Mark. Then Lisa came in and Lisa was in front, but yeah, You want to talk about the bulk one?
[00:14:39] Marc Gonyea: [00:14:39] dude, 10 people.
[00:14:40] Trey Surber: [00:14:40] that’s it. get the bell ready. So it was, Felipe. It was Schieffer
[00:14:48] Marc Gonyea: [00:14:48] she.
[00:14:51] Trey Surber: [00:14:51] Mr. Grant Way. Dave Collins. Zach Gossan. Alex Fatovic. I know we always do some Melinda Gant.
[00:15:09] Marc Gonyea: [00:15:09] Call me back Melinda.
[00:15:10] Trey Surber: [00:15:10] There you go. Cristen Brandt.
[00:15:15] Marc Gonyea: [00:15:15] Now this super.
[00:15:17] Trey Surber: [00:15:17] Now, Mrs. Schiefer. That’s right. The love always starts at memoryBlue man.
[00:15:23] Marc Gonyea: [00:15:23] Okay, so right. so you’re Mr. BB and trace is like, “Hey, check out these guys to work from your memoryBlue” and then you checked this out and walk us through that. So do you remember any of that or was it just you and you blocked it all out? It was like,
[00:15:33] Trey Surber: [00:15:33] Yeah. So, Dad said, look, it’s tricky getting into high tech sales coming from different industries. And I said, yeah, obviously it is, I’ve looked around quite a bit, being enrichment at the time, trying to get a job in Northern Virginia, in high tech with no experience. That was tricky.
So when someone came in and basically pitched memoryBlue and talked about how good of a job Marc was doing, it was just extremely interesting. Right? There were some risks there for me, obviously in I would be making a little bit less money than I was making. But in terms of having a foundation for high tech sales, I felt that there was no better place to be because I would a get the experience I needed with, Hey, what is, starting from zero, basically, having a little bit of background from Dad, but not a whole, for all intents and purposes.
So I felt comfortable going to a place where they were going to be comfortable with me not knowing anything. So I was happy about that. And I was equally as happy that, the model is that you get hired out to join, one of their customers. That’s the model of memoryBlue So I was not only learning the industry, learning how to sell, but also potentially getting hired into one of my clients. So with that all said and done, packed it up, left my girlfriend at the time, Lacey who I’d met in Richmond,
[00:16:48] Marc Gonyea: [00:16:48] Now your wife, the mother of your two children.
[00:16:50] Trey Surber: [00:16:50] The mother of my two children now, but said, hey, I got a really good opportunity to fast track it into high tech. I gotta go to Northern Virginia. And luckily my best buddy was already up there already had a house in Alexandria and said, Hey, come live with me. you can do it over a weekend. So basically I ended my lease, packed it up and said, we’re going to do long distance honey, but it’s going to work. And, fast forward a few months later, she was able to move up there. so will save that for another segment here, but she moved up there. I got in with memoryBlue and just really enjoyed it.
[00:17:24] Marc Gonyea: [00:17:24] What was it like you’d gone from, selling the ceiling tiles for a little while hoofing it right out in the truck, driving around and make some phone calls and then doing the hand-to-hand combat and then insurance. And now you’re on the phone almost exclusively, right.
[00:17:38] Or actually exclusively, really. and that’s one other reservation that I had, right. Was I’m going to be on the phone. How much for how long doing what? making cold calls. That sounds hard. And the answer is yes, it is hard. It’s very hard. And Talking to a few other, folks who had graduated or were associated with memoryBlue to sell me on it. And I’ve since sold others into, joining memoryBlue as well.
[00:18:02] You got names, Ray Shields
[00:18:06] Ray Shields
[00:18:07] Trey Surber: [00:18:07] Tyler Yerg.
[00:18:08] Marc Gonyea: [00:18:08] Tyra, I can go on,
[00:18:12] Chris Corcoran: [00:18:12] Tyler is the original Psycho T .He will not like that, being from Wake.
[00:18:23] Trey Surber: [00:18:23] Yeah, Tyler, and I we’re, very close, up here in the DC area, and this was, quite a few years after I’d left memoryBlue and he approached me and said, “Hey, how do I get into tech?” And I said, well, I’ve got a great way for you to do it. and. I always enjoy talking to people about memoryBlue about my experience, why it’s made me so successful, where I am now. looking at what you guys have built since I left is phenomenal. Not just with, going from the office across from the dump to, where you are today. right down from the toilet bowl. That’s great.
[00:18:55] Chris Corcoran: [00:18:55] So Trey, looking back, what advice would you give yourself the night before you started at memoryBlue?
[00:19:00]Trey Surber: [00:19:00] Yeah. that’s a good question. I mean, basically the same advice that I gave, everyone that I’ve talked to about working there, it was really, work harder than you’ve ever worked before. Period, every single day be competitive. And take every day seriously. And the reason is, because the next meeting, you set maybe the one that gets you hired into that company, which is a good segue into, the most important meeting I’ve ever set which was T-force nights logic, which was one of the two clients that I worked for when I was at memoryBlue I’d spent probably. The better portion of my time at memoryBlue trying to get this one meeting, with a very high up it executive within army. And I got it. And I mean, this is a kind of meeting you get where your client throws a party. And so they were super excited. I can’t even tell you if they won that particular deal. ’cause that particular deal wasn’t as important as having the relationship ’cause they still have the relationship They were able to leverage that to sell, more kind of smaller deals throughout the years.
But again, lots and lots can start at memoryBlue Right. And in terms of relationships that you help your clients build, the kind of advice and, training that you get from Chris and Marc and his excellent management team. I mean, it goes straight into literally changing the world, right? Whether it be for your particular client or yourself. So the more seriously you take your time at memoryBlue you never know where it’s going to, take you.
And I know that sounds a little cliche, but it’s extremely important. and I think back to it all the time, I’m glad I worked so hard when I was there. Cause it, set me up for success.
[00:20:34] Marc Gonyea: [00:20:34] Hey, Trey, when you were learning the game at memoryBlue what became your signature move? Like, what were you just like, this is what I’m good at.
[00:20:43] Trey Surber: [00:20:43] Signature move. I wasn’t afraid to talk to anybody as high up as they were, it was more the higher up, they were the harder, it was the more exciting it was. So when I was on those calls, making those pitches to those very high ranking, employees at the time, that was very exciting. and the more you do the more you want to do. So I feel like that was my weapon was my ability to get the meeting and then for those meetings to go pretty well, that along with making it just a heck of a lot of dials
[00:21:12] Marc Gonyea: [00:21:12] And you were on ScienceLogic, which we’ll talk about it in a sec. You were on IMC. And I remember that was a information management insulted, Brad Cheever. Love that guy.
[00:21:21] Trey Surber: [00:21:21] He was a heck of a sales guy.
[00:21:23] Marc Gonyea: [00:21:23] Or he still is. Don’t worry.
[00:21:25] Trey Surber: [00:21:25] Good. Yep. So selling content management solutions, did some IBM FileNet. content management solutions and kind of other, very complex solutions that they would provide loved working with them. So split my time between IMC and ScienceLogic initially I was just on IMC and then, about halfway into my tenure, got into ScienceLogic did some very cool things for them. they’re very cool company, ScienceLogic Does it management. They basically provide an it management platform to go out and sit within your data centers and monitor and manage all of your it environment.
[00:21:59] So, incredibly important, solutions. And I was just very happy and fortunate to be put on that account.
Marc Gonyea: And you, hit your quota every month. How’d you do that?
[00:22:10] Trey Surber: Being competitive. I mean, having the numbers up on the big board, is critical. I think in every fast paced, sales environment, Also why I think it’s important from an inside sales role to, be in an office setting and why it’s tricky in the times now of COVID because you can’t really get that ding, ding, right. there’s no bell or gong in the office.
There’s no like, again, for as cliche as it is, it promotes energy and energy is what you need every single day in sales. You gotta find it somewhere. And those who find it within competition have a huge leg up on being successful. So very early on, regardless of what sales position you’re in, if you’re able to peg someone or something as your competitive benchmark, you’re going to do well. So I picked a few at my time in memoryBlue to peg against.
[00:22:58] Marc Gonyea: [00:22:58] Oh, do tell.
[00:23:00] Trey Surber: [00:23:00] Well, grant was doing very well. actually Nat Semple was basically my mentor. And he did very well and he got hired out. And so a lot of my competition was making sure that I could be as good as he was. I mean, he’s an all-star, he’s a natural man. and. Hopefully at some point you can have him on too,
[00:23:18] Marc Gonyea: [00:23:18] A lot of mine. He’s another former insurance guy, too.
[00:23:21] Chris Corcoran: [00:23:21] Our insurance guy did refer us. Oh, no, no. He referred us to our insurance guy.
[00:23:27] Trey Surber: [00:23:27] There you go. Love it.
[00:24:45] Marc Gonyea: [00:24:45] So Surber, besides yourself of these folks that you’ve mentioned and Corcoran, that was a good class, that was a five-star class, all those names he’s droppin’ who was the best SDR you worked with besides yourself there, in that back in your heyday there.
[00:25:03] Trey Surber: [00:25:03] I certainly wasn’t the best. but Zach Gossin was awesome. James Schiefer was incredible. learned a whole lot from, both of those guys. Schieffer made it look effortless right. in how he, would get it. Gossin was just one of the smartest SDRs I think I worked with just in terms of really understanding the solution and yes, when you’re with memoryBlue it’s like, am I associated with the client? Yes. not quite as much as if I was a direct employee, but what Zack Gossin really taught me was, the better you understand what they’re really selling and what they’re really doing, the better SDR you can be.
[00:25:39] So learned a whole heck of a lot from him. But everybody there was good. I just remember being, it’d be not easy to be, number one or number two, within that group, man, just a bunch of all-stars, like he said, Phillipe was awesome.
[00:25:52] Marc Gonyea: [00:25:52] Yeah. All right. So let’s do this. I appreciate the memory of you, Chris, you got any more memoryBlue stories or ?
Chris Corcoran: I think listeners would really appreciate and find value in listening to Trey describe what it’s like, because he had a good experience where he was working with a product, ScienceLogic, and then a services company, to talk about the pros and cons both, and what’s harder, what’s easier.
[00:26:15]Trey Surber: [00:26:15] Great question. So yeah, one thing, that is harder to understand for you actually get into high-tech is the difference in the sale of between products and services. It’s very different. me having more product expertise, product sales expertise, services is hard.
[00:26:33] It takes a little bit different of a mindset. Some people are extremely good at selling services. Some companies that’s all they sell. but the difference really between products and services is, when you’re selling a product, it’s a lot more tangible, the ROI.
When you’re selling a service, usually more than 50% is going to be intangible as far as the ROI goes. So yes, I can show you, the actual ROI on what you’d be saving, but the other half of the return on investment is going to be, gaining efficiency, which yes, there’s a piece of that too, with when you’re selling products like a platform, but with services, there’s a piece of it that’s insurance sales.
Right. You’re selling either to a direct pain. Hey, I need to insure this person or future pain. I will need to ensure against something going wrong or insure against, this happening. So I would say, flat out services is a harder sale in a lot of instances because there’s less to really grab onto. in show your client in terms of the value, is it any less necessary?
Absolutely not. In a lot of cases it’s even more necessary because a lot of times it’s side to a product that may not I’ll be working right. or a set of products that need, services or a consultant to come in there and fix. So, I had to make a decision early on, whether or not I wanted to go product or services. And guess what? I went into both.
I didn’t make the decision because after ScienceLogic I went to one of our clients, that’s an MSP or managed service provider. I mean, the quintessential in-between product services is a MSP because they sell not only hosting solutions.
[00:28:08] Hey, take your servers and put it in our data centers. But also manage it for us or manage our network for us manage our applications for us. So in that instance, I was selling half product, half services and I was quoted half products half services. So I think it was good. It gave me a good foundation when I was there at Savvis to really go in, to take my career any direction I wanted to, But yeah, it was a good transition, especially since it was a customer of ScienceLogic at the time.
[00:28:39] Chris Corcoran: [00:28:39] Well, it sounds like you’ve benefited by having the opportunity that to serve two clients, one, product based client and the other, a services based clients. So you can compare and contrast. And then ultimately you ended up going to Savvis where you were doing a little bit of both.
[00:28:51]Trey Surber: [00:28:51] Yeah. And I think you’re right. And I think the time that memoryBlue when I was doing both, I think I hearkened back to that when I got to Savvis. Right. Cause it’s a switch in your brain that needs to be flipped depending on what kind of conversation you’re having. And I mean, that was on a daily basis at memoryBlue cause half of the day my calls were IMC.
[00:29:09] The other half were ScienceLogic. so yeah, made for a nice transition.
[00:29:14] Chris Corcoran: [00:29:14] So think for a moment over your entire sales career from back to when you were selling ceiling tile to now where you’re at Tableau, what’s been your most memorable deal, win or lose.
[00:29:27]Trey Surber: [00:29:27] So I would say. I participated in an RFP at Savvis that was over a half million dollar RFP. It was one where I was in with a partner. So it’s basically the partner and I, the majority of the RFP requirements were hosting and hosting related.
So I was responsible for about more than 80% of the RFP. So that’s still a significant amount of ACV or revenue that went into that we spent about over 11 months, going through demos, going through negotiations, tweaking the response. Had to go down to RTP in Raleigh, Research Triangle Park, which is where they were based. And significant time outside of the office and inside trying to win the deal. Well, fast forward to 10 months into all of this, finding out that the daughter of the decision maker was dating a guy whose dad was on the deal team for Microsoft.
One of the competitors who we’re competing with. So basically again, one of the deals decision-makers daughter was dating a son of, one of the Microsoft guys who was in the deal. So, I think you can see how this. Deal turned out now how much I can attribute to that that fact or not, I can’t say for certain, I mean, we can obviously make some assumptions, but there were certainly a lot of lessons learn in terms of politics and how to ask the right questions.
[00:30:54] I mean, this one’s a little tricky in terms of how in the world would you ask the right questions to find this out and to understand. so it taught me quite a bit though, in terms of how important politics play in RFPs.
[00:31:08] Chris Corcoran: [00:31:08] So how’d you find out about this?
[00:31:10]Trey Surber: [00:31:10] So I found out because one of my champions within the deal within the RFP finally came out and said something. In passing, couldn’t say anything directly, but said that they have the upper hand and I had, I pushed and I said, well, why we have this, this, this going for us, proximity-wise, we’re better.
[00:31:32] We have closer data centers. We have better connectivity. We have better HIPAA compliance. We have better dot. And he said, yeah, but, and so just push, push. And he it finally came out not directly. And I said, okay. So after that hung up, gathered the team together and said, here’s what we’re up against guys. We’re a month away from decision and we gotta figure out what’s going on. So, had this been a federal deal, there are lots of, ways to expose this being commercial less.
So, but yeah, it was tricky. And so had I exposed that earlier, we could have cut and run type of situation where it’s just like, you got to cut and run.
[00:32:10] If you don’t, you stand to spend 11 months and not win. So bad news early is something I’ve lived by in trying to understand the politics early on and getting any politics. Bad news early is, key and critical. And I think I could have pushed my champion earlier to expose this earlier.
[00:32:28] Chris Corcoran: [00:32:28] Lots of lessons there.
[00:32:29]Trey Surber: [00:32:29] Lots of lessons.
[00:32:31] Chris Corcoran: [00:32:31] It’s always the losses where you learned the most. At least I think that’s what I believe.
[00:32:34]Trey Surber: [00:32:34] Yeah. And in terms of, biggest wins, shortly after that had another RFP, significantly smaller, I think it was like maybe 200K same kind of deal went in there.
Right off the bat, try to uncover the politics was able to do it, no huge roadblocks like this one and ended up winning the RFP So it felt a little justified, or redeemed and was actually able to utilize what I learned from the last RFP, I think, in this one. So just constantly tweaking your sales, approach, constantly being vigilant of. Politics that’s going on, is critical to winning these deals, especially the big ones.
[00:33:11] Chris Corcoran: [00:33:11] All right, Trey. So another thing that I would like for you to talk about, or I think our listeners would love your insight. Like you did a great job kind of explaining product versus services. If you could take a few minutes and talk about the differences between selling commercial versus selling federal.
[00:33:26]Trey Surber: [00:33:26] Yeah, so in my experience, when I went to ScienceLogic right out of memoryBlue I was doing kind of a hybrid role in terms of sales support, lead generation and. some very small deals taking on my own and basically it was all federal, and civilian that I was working on.
[00:33:42] So the government sales, there’s a very strong, within federal and government sales, the rules are very laid out. You know what you can do, what you can’t do, what you can sell, what you can’t sell, how to sell. And so from a procedural standpoint, it’s a lot easier. However, the sales cycles are infinite leave alone. They would rather not make a decision than make a decision. Or so it seems in most of these large, government, deal cycles. that’s completely opposite from commercial.
And, I left ScienceLogic, I’ve been a hundred percent commercial since then. So you feel like you have a little bit more control in commercial situations in that, you can formulate the process yourself a little bit better. I mean, yes, there are more questions as to how the sales cycle is going to turn out, but at least you have more control over, some facets of it. Not to mention the fact that, most of my commercial sales cycles, maybe the longest one, that’s not an RFP, maybe three months. And I mean, we’re talking about deals that can be up to 300K a year and they can make that decision sometimes within two months.
So there are lots of differences, between the two, with government, you have things like, government contract, contracting rules, where you have to go through certain contracts, you have to do certain things, certain ways you have to get certain partners involved. So it’s more complex too.
[00:35:08] And that’s what also adds to the deal cycle. With commercial. Typically, if you need something, you get a partner or two or three to help you win the deal. But again, you have more agility when it comes to how you win. And in typically shorter deal cycles come out of it. So that’s really what drove me to commercial was the shorter deal cycles. Do you and your dad get into any fierce debates on federal versus commercial sales?
[00:35:32] No, we don’t, but we do get into fights hardware versus software because software guy, and he’s always been a hardware guy and you know what he’s always told me, right? That is you know the difference between hardware and software. Don’t ya? I said, “No, Dad, what is that?” And he said, hardware will eventually break. Software will eventually work.
[00:35:55] Marc Gonyea: [00:35:55] Yeah.
[00:35:58] Trey Surber: [00:35:58] I said, Dad, I can’t argue with that. That’s good advice. And I swear a couple of times a year, I’m talking to some hardware guy, ’cause he sold storage, right? Storage arrays, basically boxes. There could never be more truth to that. So the whole, cloud model is lost on him. Don’t ask him about cloud or AWS for sure.
[00:36:19] Marc Gonyea: [00:36:19] Trey, let’s talk a little bit about, so you got hired by science logic. You went to Savvis. great. Runs for anybody who wants to check with Trey down on LinkedIn, you went to Deltek. you did really well there and somehow you ended up working for them in Europe. And I know that’s a question.
[00:36:35] like People always ask that people early in their careers, In memoryBlue we’ve got six offices. So we can allow people to now, thankfully, that didn’t exist when you work with us, we had went, dumped the office. Talk to us a little bit about your move to Deltek and how you positioned yourself to work for them overseas.
[00:36:51] Trey Surber: [00:36:51] Yeah. Good question. So, spend a couple of years with Savvis liked it, providing. Data center services for, 60 data centers across the world. So had a good name, we had to get position within the market. as such, we got acquired by CenturyLink So if you’re familiar with the data center space during that time, Terremark was one of our biggest Savvas’s biggest competitors. Provided data centers to, some of the biggest guys, some of the biggest enterprises within the us and globally, they got acquired by Verizon. So what was happening was these ESPs were saying, wait a minute, we control, majority of the network into and out of these data centers. we can sell solutions.
[00:37:33] We can do solutions to. So what let’s just buy up the data centers. And then have Verizon or CenturyLink reps sell the solutions? Well, it didn’t turn out too well for either. they’ve gobbled up.
Terremark they gobbled up Savvis and the rest is kind of history. there’s not much left of those companies within these ISBs now. They just were basically added to, Verizon services, and CenturyLinks I forget what staff certain into, but basically, had to leave, didn’t want to stay, through the transition. So was looking around Northern Virginia and Deltek had one, like best place to work in Northern Virginia for like couple of years running knew two or three people that work there and like, they couldn’t give more glowing recommendations.
[00:38:14] So I said, all right, great. That’s going to be the only place I really look. So went in for lengthy interviews. They had a few different product lines I could have gone to. I ended up deciding to go with information services called government IQ, which is still going very strong. so Deltek provides a service called govern IQ that as a government contractor of any size, we’re not just talking about the Northropes and the. GDIT’s of the world. We’re talking even the small kind of set aside guys, but if you want to be able to win more government contracts, you subscribe to Deltek’s government IQ platform, and they have over 50 analysts on the backend doing all this research and feeding you Intel to help you win big government contracts.
So when I was there, I got hired onto the government IQ team. to sell to, not the biggest guys, not that Northrup’s, but right below that, and basically, sold them subscription services so they can win these government contracts. So all day, every day I was talking to salespeople, so I was selling to salespeople.
[00:39:14] I was selling basically a service to salespeople. Now you want to talk about a difficult sale. To make that was it. So I learned more from my time at Deltek than any sales job I’ve ever been at because, when I was there, I learned how to sell the intangibles, learned how to sell to people that sell. and it was just very fulfilling, every one I had there, I was making an immediate impact.
I was able to track the success of my customers. I was able to see them win more government contracts. And I think because I enjoyed my time there so much, it feeds on itself. And that, kinda got me to the place of, being one of the top guys for a few years, President’s Club.
And then ultimately, being in the running for Alumni of the Year, in 2011 March, Chris. I think it was 2010, and then everything happened in 2011 in terms of the competition. But was in the, Alumni of the Year running with two incredibly bright and successful guys. One of which, it wasn’t the data center space doing absolutely incredible, for one of his clients, and where he worked, now, so, Chris and Marc did a very good job in interviewing us letting us know, what they appreciated about how well we’ve done after we graduated, had to send in all of my numbers, all of my stats for like the past, three years leading up to it or something. And it was just a great experience even though, didn’t get number one, which I’m still a little salty about. I got some nice gifts.
[00:40:42] Marc Gonyea: [00:40:42] I’ll tell you, people get upset about you’re handling that, your defeat, because Chris and Marc of like we rigged the whole damn thing, which we didn’t. Anyone who gets to that level of success based upon the, where people who’ve worked for us or we’re all, I mean, so many followers that works for us.
So, it’s good that you’re upset, right? You’re a competitive salesperson. You talked about that earlier, but I mean, you’ve done some pretty impressive things enough, so which you somehow were able to go and get a job working over in the EU. For, a software company based in the U S which is almost virtually impossible to do.
[00:41:16] Trey Surber: [00:41:16] Yeah, it’s tricky. So the story there is my wife and I over a bottle of wine. One night, this was in 2012. Decided we wanted to do something crazy and we’re like, let’s quit our jobs. And, like takes battles and go live, abroad or backpack through Europe, which was our main thing that we were thinking about doing was backpacking and just staying in Airbnbs, taking our one kid at the time.
As hard as that would be, he’s one year old at that time. and so we sobered up the next morning and said, wait, Whoa, Whoa, let’s take a step back see what, more logical steps we could take. So we both ended up getting on our respective career web sites, her, she was working for Salesforce at the time.
[00:42:00] She had been with Salesforce for seven years. I got on Deltek’s career website. obviously Salesforce had a huge amount of global roles, open Deltek, not so much. They weren’t quite as global. yes, they had, AMEA, APAC. offices. They have offices in the Philippines, but not quite as global.
[00:42:19] So we decided to hold off on Deltek and just look at Salesforce. So she put her hat in. for two roles. about a month later, she had to pick between the two because she had gotten a call back for both. And so she picked one and realized that she had about eight European competitors for this potential position. So is that okay? There’s no way we’re going to get this. So we wanna went about our lives. Well, three weeks later, it’s down to four. Whoa, that’s crazy. Okay. Well, but let’s help prepare for your next interview because it’s going to be really hard. you probably won’t get to the next round. Well, she aced it.
Now it’s down to two people. Now we have to look at each other and go, we’re serious about this, right? You could get this. What if you get this? What are we going to do? And she’s like, let’s go. And so we took the blue pill or the red pill
[00:43:06] Marc Gonyea: [00:43:06] Blue, the memoryBlue pill.
[00:43:07] Trey Surber: [00:43:07] We took the pill and we made the jump, she got the role. She could’ve picked between London, Berlin, Amsterdam, somewhere in Spain and Marrakesh, Morocco. And so since my best buddy had worked for KPMG in Amsterdam was there had been there for two years. We said, okay, he’s over there with his wife. Lacy’s godparents are also Dutch that lived well outside of Amsterdam.
[00:43:32] So it wasn’t hard for us to choose Amsterdam. So we said, okay, let’s go. So we sold our house, sold our two cars, and. Waited to tell everyone until about a month before we left, that includes parents with my role at Deltek.
I had to wait until two weeks before we left, because with sales, as everyone knows, at any point you say you’re leaving and they can say, okay, even as well as I was doing, had to kind of wait. So two weeks and before we left, I said, guys, we’re moving to Amsterdam. I won’t stay with you. Can we make something work out of the Europe office and they pointed fingers and we’re like, ah, I’m not sure if you’ve done this before.
So I had to work with the AMEA recruitment, AMEA, VPs of sales, who also had no idea how to do this. And as it ends up two days before we leave for Amsterdam or get on a flight two days, they call me and they’re like, Whoa, we found something. So basically they were able to add me to the workbook, which is a product and ERP specifically for advertising agencies. That was a newer acquisition by Deltek based in, Copenhagen Denmark. And so I joined that sales team reporting to London, living in Amsterdam. So we both got over there on permanent contracts, which is also pretty unheard of for. Really any roles within Europe, because it’s so hard to let people go. Specially sales roles is that typically you get put on a term contract, usually a one-year contract. So we were in very nice positions, both having permanent roles, both being able to kind of transition, have friends over there.
[00:45:04] Cause my buddy worked for KPMG, knowing Americans. But don’t get me wrong. it’s still very hard to transition into a new country. So, took us a little while to get our feet wet, but really started to enjoy it
[00:45:15] Marc Gonyea: [00:45:15] I want to point out that you’re being modest, which I appreciate is that if had you not done so well at Deltek, I mean, you obviously were fulfilled. In the role, but you blew it out of the water. If you look at your stats on here,
[00:45:28] Trey Surber: [00:45:28] Yeah, probably not. And the reason is, because, when HR departments and recruiting departments get confused, it’s usually not a good thing. But I was able to, multithread, as we call it, I was able to have conversations going on with about four different individuals in Europe saying, how does this work?
[00:45:48] Because I had to learn the process too, in knowing who to talk to who actually pulls the strings, but also sell myself on how well I did. Here in the States to be able to make it happen. So, yes, that, definitely played a role in allowing me to get over there. And I mean, I was probably minutes away from not getting that role.
[00:46:06] And then knows what I would have done. We would have moved over there. My wife would have had a job and I would have had to, take six months or who knows how long to find a permanent role, but Yeah, for sure. Doing well at Deltek helped me get over there.
[00:46:17] Marc Gonyea: [00:46:17] That’s great. So you went over to Europe off to save selling in Europe for another podcast. but you ended up coming back. and now you’re working at Tableau. So when you came back, how did you decide what you wanted to do and what you wanted to sell now? Because you’ve had this very successful tenure act to the US Northern Virginia.
[00:46:34] Like how you decided where you wanted to work and what to do next?
[00:46:38] Trey Surber: [00:46:38] Yeah, that’s a good question. So, I was in Amsterdam for, almost three years or a year and a half of that. I worked for Deltek. And then at, one point I said, okay, I kind of want to do something different. So I actually joined a Dutch startup called MessageBird at the time, They had gotten the largest angel investment of any startup ever in Europe. It was only 50 million Euro, but that was about what, startups Scott over there. since then, there’ve been quite a few other bigger ones, but, messaged bird was a Y Combinator company.
[00:47:09] And for anybody that knows anything about the startup world, that is a huge, it’s one half of 1%. Of the startups get this and especially European startups. So it was very attractive. They were doing some really cool things around enterprise messaging for enterprises. So I worked for them for about another better another year.
[00:47:27] And then that was the time where we started looking back and saying, okay, with COVID and everything. If there’s any time to move back to the States, we need to do it. If we stay any longer, we might not come back, be too hard. So we started looking back and I knew I wanted to go, again, to a bigger company, always wanted to land in data and analysis and, Tableau being the premiere, BI reporting and analysis platform, Was able to get into the financial services vertical.
[00:47:56] So I sell now to, banks and insurance companies, for them. And I love it Worke with a small team of about seven, out of DC. I’m back in Winchester. So it would be quite a commute, but we’re working out of the house. currently going through the Salesforce acquisition, Salesforce purchased Tableau last year. for almost 18 billion, so it’s significant. So very excited to be, my wife left Salesforce and now I’m there, which is very interesting. It’s very hard to get away, but absolutely love it. and things are going extremely well. teed up to be one of, very large part of the Salesforce analytics cloud, which is the future of the Salesforce 360 mentality. Right? so Tableau along with the Einstein product will make up the Salesforce analytics cloud and the rest. is history.
[00:48:45] Chris Corcoran: [00:48:45] Trey share with the listeners. How do you keep your sales skills sharp?
[00:48:48]Trey Surber: [00:48:48] Yeah. So that’s a great question. So early on, especially when I was with you guys and earlier in my sales career, read all the books, spin selling solution, selling, conversations with Vito. Remember that one, so books were really big. I think the way a lot of us, more tenured salespeople leaned has been podcasts. and let me see here.
[00:49:12] Marc Gonyea: [00:49:12] No rush on learning.
[00:49:13] Trey Surber: [00:49:13] So in terms of podcasts, the one I’m most into right now is sales success stories with Scott Ingram. He’s all about interviewing the top 1% of sales execs across high-tech. It is incredibly interesting, to be able to hear the stories and the mindset of the top 1% of sellers. for example, right now I’m listening to him interview, Teradata’s top enterprise rep Lisa Palmer, who in my opinion may be the best salesperson I’ve ever come across. never met her personally, but just listening to her experience, makes a huge impact in how I sell and trying to. do my best to fill in gaps that these, top 1% share during those podcasts. And I listened to it a handful of of other podcasts, but I think in terms of being the most impactful, would urge, especially those who are looking to transition into, the highest enterprise level of sales. this is a very impactful podcast to listen to. so sometimes I’ll augment that with going back and listening rereading, some of the foundational sales books, but sales has changed so much, especially in the times of COVID that, a lot of these podcasts are highly relevant to the way sales has changed.
[00:50:29] So, yes, the foundations are still important, but in between there, right in between the foundations that you need and where we are today, you have to be aware of everything that’s changing and how environment has changed in terms of COVID for sure. we were really lucky here at Tableau to have some pretty. Darn good years last year, despite everything. but yeah, certainly try to apply as much, sharpening the saw to what I do every day as I can. And I think it’s helped me
[00:50:56] Marc Gonyea: [00:50:56] Trey. what are some of the mistakes you’ve seen some of your member, your contemporaries make that might not be the best question that has, I guess one of the mistakes you think memoryBlue folks who are listening, do you think they should avoid as they kind of moved down their career path?
[00:51:08] When they’re thinking about what they want to do next, the role, the company, the boss, versus some of the things that you do, like maybe, a little, Things that landmines, they want to stay away from. that’s a great question. and it’s an important question, right? cause if we don’t really examine what we, good salespeople examine what they did. Well, great. Salespeople examine what they don’t do well, too. Right.
But really what I would advise in some mistakes you can get in early on in your sales career is getting into a comfort mindset, and you’re trained so well, wherever you’re trained, but, constrained by Mark and Chris trained so well that it’s easy to forget that, that’s the foundation, but it’s important to build upon our foundation. It’s your job after memoryBlue to see where that foundation can lead you. And I’ll admit early on in my career, I, fell into staying with a company for maybe a couple of years longer than I should have. and don’t get me wrong. I learned a lot from being there, even in those extra years, but could have moved at twice.
[00:52:04] Trey Surber: [00:52:04] The speed if I would’ve had a more growth mindset. If I would’ve continued that growth mindset. So, my advice is always keep that next step and that next level, top of mind, and remember why you’re being competitive, you’re being competitive for yourself, but also for your career, your family. and because you don’t want to stay stagnant.
[00:52:24] Marc Gonyea: [00:52:24] Love it.
[00:52:25] Chris Corcoran: [00:52:25] Lots of wisdom today,
[00:52:26] Trey.
[00:52:27]Trey Surber: [00:52:27]
[00:52:27]
[00:52:27] Glad I can share
[00:52:28] Marc Gonyea: [00:52:28] You know, man, maybe a Lisa Palmer should listen to this podcast. Trey.
[00:52:31] Trey Surber: [00:52:31] Who’s that?
[00:52:32] Marc Gonyea: [00:52:32] Lisa Palmer, the guest on sales success stories.
[00:52:39] Everyone has something to offer, but more importantly, thank you. You’ve dropped some good knowledge. I took some great notes. So I’m going to reflect on some of this stuff tonight, but I appreciate you joining us. I know Chris does too.
[00:52:50] Chris Corcoran: [00:52:50] Trey. This was great.
[00:52:51]Trey Surber: [00:52:51] Good. I’m glad I had a ton of fun, guys
[00:52:53] Chris Corcoran: [00:52:53] Yeah, definitely. Welcome back to United States soil.
[00:52:56]Trey Surber: [00:52:56] It feels good.
[00:52:57] Chris Corcoran: [00:52:57] Awesome.