Transcript

Wayne Monk:    In fact, I’ve worked with a few companies over the years that we ended up increasing the value of their company by six or seven times because they ended up getting to a real product. There’s a reason why software companies get what, 8 to 10 X multipliers and services companies get 85 cents on a dollar. And that is because of the IP. So if a partner really wants to, you know drive the valuation of their business up: innovate, innovate, innovate.

Announcer:        Welcome to the Software Channel Partner Podcast where you’ll hear leaders of partner programs talk about their greatest challenges and most successful solutions. And now your host, Louis Gudema, the president of revenue & associates.

Louis Gudema:  Welcome to the Software Channel Partner Podcast where we talk with leaders in software partner programs to learn about what’s working today. I’m Louis Gudema, the president of revenue & associates, where we help companies grow faster by helping their channel partners market better and grow faster.

Today I’m talking with Wayne Monk, senior vice president of global alliances and channel sales at ASG Technologies. Before ASG, Wayne held senior channel and alliance positions at Skytap, Informatica, HP, Computer Associates, and other companies.

And this is an especially busy time of year for Wayne because he is also the coach for running backs at South Lakes High School. Wayne, welcome to the podcast.

Wayne: Thank you. And absolutely thrilled to be here.

Louis:    So before we get into all the channel stuff, how’s the football team this year. I understand that you were a quarterback in high school yourself.

Wayne: Doing well actually, two and one. Off to a good start and hopefully another highly successful season for us.

Louis:    Great. All right. So why don’t if you could please fill us in a bit more detail on your career path. What brought you to your focus on the channel and alliances?

Wayne: Yeh, fantastic question. I think the first is just passion. I’ve been fortunate to see the technology industry from really all views and all vantage points: as a vendor, as a partner, as a distributor, and as certainly a consumer of technology. And so I’ve also been fortunate to do direct sales, some marketing roles, and certainly channel roles. And I just love the channel side, the alliances side, because you’re in a position where you’re really working with these partners to help them grow their business, drive increased profitability. And unlike any position, you work with all facets of their business.

You have to kind of understand technology and strategy. You have to certainly understand how to drive the P&L and profitability. You certainly need to be able to help these partners go to market and create awareness and demand for their offerings and solutions. And certainly the sales cycle, the delivery cycle and the support cycle. It taps into really every skill set you need. Partners are always coming up with new innovations and new ideas and new business models. So there’s never a dull moment, right. So it’s just a fun place to be, develops and tests all your skills and capabilities every day. So I just have an incredible passion.

Louis:    Yeh, sounds like a lot of good reasons. And I did notice that you had a lot more emphasis on marketing than many people do in things that you’ve talked about. So we’ll get to that in a few minutes. But first ASG Technologies is an enterprise. You operate in over 60 countries globally. Please tell people about what ASG does and who you sell to?

Wayne: Yeh, fantastic. First of all, as just said, we are a global software provider. We tend to solve complex business problems for some of the world’s most demanding and innovative companies. We tend to deal with larger scaled enterprises, say Fortune 1000. We solve their problems in fundamentally two ways. First, our information management solutions enable their customers to discover, govern, and trust their data to help them make better business decisions.

And then secondly, our systems portfolio helps companies ensure that their critical infrastructure is available, performing, and operating at high levels of efficiencies. And as you said, we have roughly 3,500 customers globally that put these solutions to work every day, to help them drive better business outcomes while reducing various risks imposed on their business.

Louis:    And the company has been around for a while, 30 or 40 years?

Wayne: Yeh, about 30 years. Although we’ve gone through a pretty exciting transformation in the last four years. The company was previously owned by a sole proprietor who built the business with a lot of really smart acquisitions of strong software titles. But got a little bit over tips of his skis and a private equity firm came in about four years ago. Bought out the owner, brought in a new leadership team, and ever since then we’ve been a rocket ship transforming the company. At one time had 300 plus software titles and we’ve obviously reduced that portfolio down. Figured out what solutions we’d innovate around and be market leaders in, as well as those that we continue to enhance. It’s just been an incredible transformation. I always tell people at some point I think we’ll be a Harvard Business case study, because not only have we done that, but we’ve taken 30-some engineering locations down to three primary. We’ve gone from a waterfall to an agile development environment. We retooled our sales team. And somehow through all that we’ve managed a double-digit revenue growth a quarter over quarter. You know, it’s kind of like a start-up culture and field in an older, more mature, proven company. So it’s been a blast so far.

Louis:    Yeh, those transitions, those changes you just described sounded like really important ones. I know when Steve Jobs went back to Apple in what, ’96 or something, he cut out three-quarters of their product lines so they could focus on the ones that were really important that they were going to, could have a real superior product. And the change to agile and so forth. Those all sounds like great changes.

Wayne: You know, focus is the key to everything in my mind. If you can really focus your attention on things that matter. The amazing thing too is we just simply empowered people, right. The people weren’t necessarily empowered. So empower people, give them focus and, and support them. You know, great things tend to happen.

Louis:    One of my favorite business books is Jim Collins’ Good to Great. And I summarize that in three words, which is focus and execute. So I understand from the website that you have about 60 partners is it?

Wayne: That’s pretty doggone close. When I came in about three and a half years ago, we really didn’t have much of a partner ecosystem at all. We had an outsourcer business, but we really didn’t have a traditional global systems integrator or business partner route to market. In fact when I arrived, we were about 6% of our revenue was contributed to by our partners. And in a few years we’ve been able to get that up to 28% and hope to exceed a third of our business this year.

It’s another thing I love to do is build, right? So it’s very rare you can come into a company of this size and be able to lay down the partner program and the benefit structure that you desire without having to worry about impacting things that were already in motion. So that was a luxury, and I think we’ve put together world-class partner program that provides some pretty lucrative incentives for our partner ecosystem. And we’re from the kind of the playbook of, if we can reach our goals with 4 versus 40, then we’ll do it with 4. Right? We’re very much about finding committed partners, who are committed to you in the marketplace you’re serving and investing and helping them win and be successful. So a few good partners is our motto.

Louis:    Kind of like the Marines.

Wayne: Yeh, exactly.

Louis:    So yeah, it sounds like a strategic shift, not exactly away from direct, but really making a much deeper commitment and investment in the channel.

Wayne: Absolutely. To no surprise, right, most vendors look at partners as a way to expand their reach into the market and get to new places and new buyers. We certainly have that as one of our objectives. But we also see our partner ecosystem as driving innovation. A high level of innovation on top of our platform. In fact, that’s kind of one of our core values and core principles. We really are looking for partners that can add in value or IP or methodologies on top of our platform to make it a better, more robust solution for our clients. And that’s when you really get some interesting multipliers going, when you can do that.

Louis:    You wrote a few blog posts on your channel philosophy. This was a quote from one of them, which is like right on to what you were talking about. You wrote, “We want our channel partners to think and act like product companies. Ninety percent of the time channel partners are building and delivering accelerators, where service is wrapped around the products they are marketing. There’s a huge opportunity to differentiate themselves in the eyes of the customer and if we can get precise in our joint offering, messaging and marketing, it’s like shooting fish in a barrel”.

Wayne: Did I say that? (laughs) I’m a big believer in that innovation is critical. I’ve been doing this for a while, right? And if you can get a partner to differentiate on top of your solution, your customers and your sellers need them more, right. They’re bringing something tangible and different to the game. I always tell our sales force, our job is to put more tools in your bag, right. And those tools are these accelerators and enhancements. And if you do that, then the customers and sellers need you. There’s a reason they have to bring you in to fill out the solution, to create a stronger ability to meet the customer’s requirements.

And what you find is many of these partners are very strong with their services. They do do repeatable work. They have strong expertise and competency in certain areas. And I found that partners build — it’s kind of an evolution, you start harnessing your services, you create service packs or service bundles. Those bundles become starter kits or quick starts. And why not productize them? Why not take it all the way through and create a product. In many cases there’s IP underneath the hood.

In fact, I’ve worked with a few companies over the years that we ended up increasing the value of their company by six or seven times because they ended up getting to a real product. There’s a reason software companies get what, 8 to 10 X multipliers and services companies get, you know, 85 cents on a dollar. And that is because of the IP. So if a partner really wants to drive the valuation of their business up: innovate, innovate, innovate.

So not only is it good for the vendor that we get this differentiated, enhanced capability, but it’s also very important to the partner because it is driving the valuation of their company up. So if they have an exit strategy at some point in their life, hopefully they get a premium dollar for that. So it’s a home run on both sides if you can really find partners who get that, are willing to commit to that strategy, and think like a product company versus a services company.

Louis:    So are these products and these partners industry-specific, is that how they focus or what?

Wayne: Yeh. We, see a little of both. What I have found in my career and this, and I hate kind of summarizing, but I will. A lot of the business partner community or the solution provided community tends to have more of a horizontal technology or practice approach, where they may be going after a horizontal technology and they tend to span that across a handful of verticals. So we certainly look at bringing capability and packaging and accelerators around a horizontal solution.

Say something like — a current term — GDPR or the California Privacy Act where they’re layering some of the policies around those acts into our data intelligence solution. But then you go to the vertical markets, you will find some very niche business partners, but a lot of the global systems integrators, they have deep industry expertise. And so the larger more SIs, we tend to go from an industry focus, where they’re bringing their industry domain expertise on top of the solution to drive a better outcome.

Louis:    Okay. A major part of your role is in the recruiting of new partners. And you’ve written about the four characteristics that you look for in a partner. Which you call the four C’s, Commitment, Competence, Coverage and Capitalization. So I wanted to ask you about each one of those separately. So what does commitment mean to you?

Wayne: Yeh, I call it the big C. Commitment is the big C. You always need to have a strong commitment from your partners if you want to be successful with them. Commitment means a number of things. First, are they committed to the market segment that you’re going to pursue? It’s always easier to bolt on to a partner’s current market than to have them go chase a new market. So commitment to the market is a big part.

The second: are they committed to the solution set and your specific capabilities? Are they committed to the product, or are they committed to you as a vendor to go to market.

And then third is a commitment to growth, right? Is this 20% of their business or 80% of their business? That commitment needs to come depending upon the size of the company, from someone who owns the P&L, that can commit resource and investment. So depending upon the company or the partner size it may be the owner or it may be a high level senior or VP level who owns the P&L for that specific market segment.

But like I said, commitment: If you don’t have commitment, run. I say it all the time to my partner managers. And there’s lots of ways you can measure commitment. I mean the simple one is are they willing to build a go-to-market or a business plan with you? And if so, are they building the plan or are you building it for them? So there’s lots of ways that we kind of check to see if that commitment is really there or is it lip service. But like I said, if you don’t have the big C run for the Hills.

Louis:    Yeh. And it sounds like a lot of how you measure commitment or determine it is by the history of the partner, the customers that they’ve been working before, and the industries that they’ve been working in.

Wayne: Yeh, absolutely. A good measure always is what percentage of the revenue of their overall revenue is coming from that segment or that piece. And if it’s low then are they really committing a resource to it? Right. Are they really investing in that space? So yeah, absolutely.

Louis:    Okay. The second one, competence. How do you determine a partner’s competence before working with them?

Wayne: Yeh, competence is really, their knowledge or capabilities or skills around the solution set you’re going into. So depending upon the solution set sometimes there are industry certifications that the partner’s technical team, or sales teams may already exist or have. We tend to look at what collaborative or complimentary solutions that they are selling and the level of accreditation or technical expertise they’ve secured there. So this is a, by the way, competence is sales, presales and delivery are technical. So you need to assess that as well.

But it’s really getting a good understanding of the technical savvy and the ability to position or sell like product. You know the experience with a certain technology set. Any accreditations or certifications they have are kind of the easy ones. But it’s also, as you’re going through in recruiting the partner and developing offerings of the partners, you’ll get a sense of their competencies as well as you obviously build those things out.

Louis:    Okay. The third one is coverage, and in coverage you include marketing, which as a marketer I was happy to see. But how do you define coverage and how do you determine it?

Wayne: Yeh, and I’ll start from marketing in to sales, which I really think is the way you have to do it. So you know that big C, the Commitment C, right, you’re testing, are they chasing the market that you’re going after. Then the next question you have to ask yourself, Is can they reach that market? What’s their ability to reach the total available market? And so I like draw a big round circle saying here’s the available market. And then you start working with  the partner to understand how many active customers do you have? So you draw it in a circle. How many total customers do you have? A little bit bigger circle. How big is your marketing database? Right? A much bigger, hopefully a much bigger circle. When’s the last time you mailed and or are you doing anything to scorecard or measure the responsiveness of that? So how many of those have shown some level of engagement with you? So that’s a little bit inside the bigger circle.

So reach to me or capacity or coverage really comes down to how many customers, how large is your reach through your marketing capacity? And then finally, how many sellers do you have? How many physical salespeople do you have? Whether they’re outside, inside or SDRs. So it’s really measuring their ability to reach the market.

Another thing that is a red flag to me is if you’re working with them to understand their reach and you start asking these questions and someone in the backroom says, Oh we can go buy a list. That right there is a red flag to me that they really aren’t intimate with that market. If you’re committed to the market, then you’re going to invest in building your database and your ways to interact and speak to that market.

So it’s actually one of the more important factors, too, to realize if you’re going to invest mutual time and energy into a partnership, you pretty much need to make sure that you can reach the available market in some tangible way. It also helps you understand how many partners you might need to cover the market. Right? So if it’s a strategic market to you and one partner gets you to 30% reach, then you may need to have two or three or four more partners to effectively cover the available market. So it helps you with managing your partner’s ecosystem as well.

Louis:    Okay. What kind of marketing support does ASG provide to your partners?

Wayne: We have a dedicated partner marketing team that operates globally because of our focus on innovation, we tend to run what we call a — we have this framework we call a solution development framework. And that framework is a process to help us figure out how we can drive innovation, what we can build, what that available market is, how many we think we can sell? But that ultimately gets to a go-to-market plan. So we’re big are about creating 9 to 15 month marketing plans, right? I’m not a big fan of what I would refer to as one and done. Hey, let’s go do an event. We would much rather make an investment with a partner who’s thinking about how do I bring customers to the buyer’s journey? How do I do multi-touch activities that build on each other and sustain some type of consistent messaging to build awareness and ultimately demand? Again, this was back to why we needed the big C, right? Because that commitment leads you to build those plans, which leads you to then invest in them.

So once we build that marketing plan, there’s a whole host of things that we might be doing based upon what works for the partner, what ability they have to reach the market. And so that spins off a set of activities based upon the partners’ marketing capacity, actual physical ability to market. We work kind of as a blended team, right? We have resources that we will — let’s take a webinar for instance, if we want to do. We may give them the infrastructure to run a webinar and help them with audience capture, use our SDRs or they may have their own right ability, platforms and capabilities. And every partner has a different level of marketing maturity. So we try to understand what they’re good at, supplement it with our team, but it all starts with a plan. A credible plan that we both believe in and we’re both willing to invest in and go [inaudible].

Louis:    Yeh, you absolutely need that long-term approach for marketing to be successful. You know, like you said, one and done campaigns are not going to have a big impact and you need to be out there in front of the market month after month, year after year to really to be there when they’re ready for you even.

Wayne: Certainly been our experience, and in fact I always say a one and done is another thing that I run from. Because for me, you’re kind of wasting your money, you’re not going to get an effective return on those type of activities. I mean, we do them from time to time, but I’d prefer not.

Louis:    All right. And then your final C is capitalization. What are you looking for?

Wayne: Yeh. Capitalization is one that some people don’t necessarily look for, but it’s back to to grow takes money. It takes capital infusion. And I learned this very early in my career. I was with a distributor in Chicago land and I was brought in to run sales and we were killing it. We were growing like crazy, and I’ll never forget this: I go into our leadership meeting and the CFO goes, guys, we got a problem, we’re out of cash. And I’m like what? We’re growing 20, 30%. This was a classic distribution back in the day with hardware. And of course it’s worse when you have to carry inventory, because you have to buy more inventory to serve demand.

And that was, I’ll never forget, because I had to put my, we all agreed to take loans out and secure it with our house. And I was recently married. That went over really well with the missus. But it was a quick lesson, right, that growth takes cash. And so really understanding you know, are they private, are they public? Are they funded? You know, is it VC? Is it, is it PE money, private equity money. Because if you’re really going to grow, you know, there’s lifestyle businesses and there’s growth businesses. We, prefer the growth businesses if we can find them. Lifestyle businesses are great, but you just got to align your objectives right to them. But growth takes capital and it takes hiring more sales capacity. It takes doing more marketing effort. So we really want to make sure that we’re going to go try to drive more than double-digit growth. That we have a company that is funded and prepared to do what they need to do. So that’s an important one to us as well.

Louis:    So some owners of private companies often don’t want to share that kind of information. Do you run into that much?

Wayne: We absolutely do. Like anything, right. Partnerships is all about gaining trust. And early in partnerships you may not fully have that developed. So, the more that you earn that trust, the more they peel back of their business. But early on, you’re absolutely right. You may not have insight, so really all you can do there is go back to the big C. That’s why the big C is the most important — the commitment — and challenge them to see if they are willing to make a little bit of an investment. And you’ll see if they pull back or not early to begin a sense.

Also their growth rate, if they are growing. And if they’ve sustained that for you know, two years or so, they probably have figured out the capitalization metric. If they’ve been relatively flat in growth, they’re probably more of a lifestyle and may not have lines of credit or proper financing to, because again, learned it early, right. Growth does consume cash, and it’s an important attribute. But yeh, getting those privately held companies, you just got to monitor it and give them challenges and see how they respond to them

Louis:    Compared to some other companies. You have a relatively small number of partners. As you said, your channel program is pretty new. So I would assume that your relationship with each one is important. What’s the role of channel managers at ASG and are QBRs central to those relationships?

Wayne: Well, one thing I’ve learned also over the years I’ve been doing this is that the channel manager role is tough. I mean if you really think about when I opened up, why am I in the channel side, I gave you the kind of the array of things you need to know. Finding that in one individual is really, really difficult. You kind of need two general skill sets. You need sales acumen, you need to be able to understand the sales cycle and how to drive revenue. But you also need that kind of strategic business planning, marketing, kind of side as well. And finding someone who have both of those skills are really tough.

And even when you find it, people gravitate to what they like. And they end up being field or deal facing or partner and go to market facing, they gravitate to one side. So the other gets neglected. We actually have two roles. Once you get to a level of maturity in your program and a certain level of productivity. I am a huge believer in introducing two roles in the alliances: a field deal-facing role and a partner-facing role. We call them RAMs and PAMs: Partner Alliance Manager and Regional Alliance Manager. We just went to that this year. And so that’s usually an accelerator for growth in every other place that I’ve been when I’ve been fortunate to be able to put this model in. Because again it allows the folks to leverage their true skill sets and drive even higher levels of productivity.

So the partner-facing role, pretty self-explanatory now. The partner facing role is really all about how do I develop that partner, get them enabled, get the offerings built, get the go-to-market done, execute against those plans for success. Whereas the RAM model is all about how do I help take leads or opportunities that come in and ensure that we are doing everything you need to do in the sales and presales and delivery cycles. And so that’s been a huge catalyst of growth for us.

Louis:    Okay, so I’m going to play devil’s advocate for a moment. You’ve said that the channel is all about coverage, of reaching beyond where the company’s direct sales force can go. Some companies have thousands of partners, many thousands. In talking with one channel lead, he said that they have a top tier of partners who deliver many deals each year, but then they have a second tier of partners who kind of cycle. Some years a particular partner will do a lot of deals and other years not many at all. But cumulatively that long tail of partners deliver a lot of their channels sales, and sometimes for some companies that’s 50% or more. Do you think that over time you’ll grow a much larger partner community? Or do you think you’ll keep it, you know, kind of a smaller and this kind of very focused on fewer better that you have now?

Wayne: Yeh, great question. I think that all has to be aligned and your route to market needs to be aligned with your sales objectives and the types of solutions you’re selling and where you are in the maturity of your solutions. And you may say, what does that mean?

So first of all, what customer segment are you trying to reach with your own sales force and with the channel? And so that affects coverage, right? And coverage gets back to what I was saying about understanding the coverage C with your partners. So if you’re going after every company from 200 million to 200 billion across a broad market, then in order to reach that market, you’ll need a lot more partners to successfully reach that. And that’s what I mean by route to market. So first thing you got to understand is what is the market I’m going after? How big is it? And how many partners do I need to get effective coverage? The second thing is what is our revenue targets? What are we trying to aspire new revenue. And so how many, with that coverage mix plus partners, how many would I need to get to that revenue figure.

And then the other thing is when I say product maturity, there are some products that are more commodity in nature and you’re selling units, you’re fulfilling what I call capacity. A lot of the demand in the market is I need more of the same. And that’s where channels and large fulfillment type channels are important. So you want a lot of partners and a lot of coverage because you’re probably dealing with big markets and you have a lot demand in the market for more capacity. VMware is a great example of that, I need more ESX servers, right.

But then you also have some products that are very sophisticated and very technical and may not have a high level of demand, because the ASP or the average selling price isn’t very high. In that case, you may not need a lot of partners. You need partners who are very committed and competent and capable of representing those. And because the ASP is higher and many of that is new business, you may need fewer partners. And by the way, a lot of partners, some partners don’t even want to do that, right? They’d rather go where, name brands with a lot of demand versus going with a secondary brand that you may have to do a little push versus pull selling.

So I think as a channel leader and as an overall sales leader, you need to think about those things in determining what is the right level of coverage. We have coverage goals; I didn’t speak to that. But we have three different products that we take through the channel and we have a different coverage goal for each one because of some of the things I just said. So I think your partner coverage can vary based upon the type of product you’re selling, based upon the size of market you’re going after. And also the department mix, right. It’s lot coverage in the [inaudible]. If you can’t find partners who have high coverage rates then you’re going to need more, right, very simple. So your ability to track the dominant partners, have an impact on how many you need as well. So it’s a big puzzle. It’s a fun puzzle. That’s why this industry is so fun and complex.

Louis:    Some of the companies that I’ve talked to that have like the biggest communities, with the thousands or tens of thousands, it’s not because they’re going after 200 million to 200 billion. But because they’re going after the millions of SMBs.

Wayne: Yeh, exactly.

Louis:    You know, but that’s not your main focus anyway.

Wayne: Yeh, dead-on. When I was at Informatica we had a large partner ecosystem because of that. In fact, one of the reasons I was there is to build the SMB out. So you need lots of partners to cover the mid-market. Absolutely.

Louis:    So what should I have asked you, Wayne, that I didn’t? What keeps you up at night?

Wayne: Well, what really keeps me up at night is always figuring out, oh, it’s two things. And you asked one, which is marketing. Marketing is critical. You got the best product in the world, the best service offering in the world, but if you can’t reach your market and effectively have a compelling message to get them to pick up the phone or fill out a form or whatever it is, it’s going to be tough sledging. So you did cover that.

The other one though is enablement. I say this all the time, these partners have choices. We have a tough job. We’ve got sellers who don’t report to us, who don’t have to sell our products. They can go out and pick whatever they believe is the best product on the market to go service the market. People sell what they know, right? People sell what they know. And they’re not going to introduce risk or uncertainty or doubt into their top accounts. I believe enablement, whether its sales, presales or delivery is absolutely fundamental to having partner success. Especially if you’re selling a more sophisticated, you know, technology-based product.

So enabling is something we take very seriously. And it is not easy, especially as these technologies are changing and you want to be on-demand and provide as much access. Every partner is under pressure to drive certifications. We don’t have certifications, we have accreditations. But we try to make it as easy as possible and probably invest more than we should, on making sure that partner understands our solution, believes in the solution and knows that they’re not introducing risk into their account. So when they, I always say competent and confident. You got to be confident of what you’re recommending, but you also have to be competent to be able to represent it properly. And so we spent a lot of time on the enablement part, and I think a lot of vendors have a hard time with that. I mean, we certainly did when I first got here, and it’s always an ongoing battle because things are moving so fast.

Louis:    And it sounds like a lot of that enablement is on the technical side, about understanding the product and the integration and creating products and so forth.

Wayne: Yeh, it’s funny, we have a partner advisory council and one of the things we did in our virtual one we did a few months ago. Was we were talking about, we have three learning paths of sales, presales, and a delivery. And you know, we were asking the partners if you were investing and productizing where you wanted to spend our time, where would you want to spend it? Now as a vendor, of course we selfishly think what sales, right? Oh we want you out getting more a at bats and filling the funnel and driving more transactions. But of course, where’s the partner go? Delivery. They want to be able to drive their service revenue. Right. And back to what I was just saying. They want to know that when they install your product or recommend your product, the customers are going to get the value that you’re promoting. And it goes in easy, installs well, and they’re absolutely delighted at the end. So it was kind of funny. I told one of the guys on our team, I said, do you know that, that just shows where vendors’ minds are sell, sell, sell, and where the partner’s mind in, which is on the delivery side. So yeah, you’re right. Technical and delivery is number one.

Louis:    Okay. Wayne, if people are interested in knowing more about ASG and your partner program, how can people contact you?

Wayne: Well, two ways. If you’re just generally interested, you can go to asg.com, and secondly, I’m more than happy to take direct emails and its wayne.monk@asg.com. So happy to help. I love this industry and I love talking to other channel advocates as well. And I certainly appreciate the time today.

Louis:    Okay. And are you very active on LinkedIn or any other?

Wayne: I am. I absolutely am on LinkedIn. That’s another way as well.

Louis:    Okay. So we’ll put that information into the program notes at revenueassociates.biz.

So thank you for joining us today, Wayne. As I do with all guests, I’ll be sending you a copy of my Bullseye Marketing book in appreciation.

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