Hi Scott. So, I have Scott loci here from PwC. Thank you for coming and sharing your experiences with us. We're really excited to have you here. My pleasure. Suggesting you started if you could tell us a little bit about yourself, about your career and sales and how you've gotten to where you are today. So, I started out of undergraduate at West Virginia University, as a sales professional at NCR corporation in Dayton, Ohio. Following an initial six months of training that they put me through, NCR transferred me to Dallas, Texas and I had some additional training in one of their local data centers. I spent a year with NCR before making the move to Microsoft. Microsoft at the time was growing rapidly, they were hiring for technical support engineers. So, after two years in the technical support position, I really wanted to get out into an outside Sales Role. So, I accepted a sales position covering Microsoft's Tier-1 retailers in the Chicago area. I think you have companies like Best Buy. So, that position had led to a variety of different alliance, channel as well as direct sales roles over the next 10 years in Microsoft, Including a responsibility for one of Microsoft's largest global accounts in the high-tech sector. After nearly 14 years at Microsoft, I was recruited by PwC which is my current company to be part of its growing technology consulting practice, and started as an alliance Sales Director responsible for sales across the central United States. I was then promoted and three years ago asked to lead PwC's alliance Sales Group, which is a national role and that's my current position. Can you just explain a little bit about what your role is and what exactly you do. Sure. So, I'm PwC's US alliance sales leader. Which means I have a team of sales directors that focus on driving PwC's revenue growth through a channel relationships. This is an alliance portfolio, that includes companies like Oracle, SAP, Workday, Sales force, Hewlett-Packard Enterprise, Google, Microsoft, and several other high technology leaders. So, in this role, I'm responsible for a variety of different leadership expectations. So, I'm focused on driving excellence, sales discipline, I do hiring and coaching as well as sales training and leadership development for my team. I get very focused on compensation and quarter planning as well as communication to our leaders. Then finally, overall, my team which is responsible for contributing to the firm's aggressive growth plants using alliances as a catalyst. Okay. Wow! That's a lot of roles and responsibilities. This means busy, that's for sure. Can you just give some background on PwC, so, our students can be a little bit more familiar with you guys. PwC's mission is to build trust in society and solve important problems. We are among the leading professional services firms in the world helping organizations and individuals create value that they're looking for by delivering quality, in assurance, tax and advisory services. Now, there maybe some facts that the students don't know about PwC. We have offices in 158 different countries. Wow. So, we are truly global and have more than 236 thousand people worldwide. Last year PwC and our member firms provided services to over 400 companies in the Fortune Global 500, and more than 100,000 entrepreneurial and private businesses. So, how is your sales function organized? Very simply, every manager, director and partner, at PwC is responsible for selling and building long-lasting relationships and trust with our clients. In US we have a dedicated sales organization, that focuses on selling our assurance, tax, and advisory services. This sales organization focuses on multinational or global public commercial clients as well as fast-growing private companies. We have a dedicated sales team working with the most strategic technology companies in our alliances portfolio as well. So, both a direct sales organization as well as an alliance sales organization. So, I guess finding the right people is probably very important for you guys. So, can you describe the hiring process that is used at your company for when you're looking for salespeople. A PwC perspective sales candidates are evaluated using a framework that we call the PwC Professional. This is a single set of expectations across our organization that clearly identifies the attributes and behaviors our people need to build trust and providing insight as well as to share advice and help our clients meet their needs and challenges. Our salespeople are typically very experienced professionals. We look for candidates to provide examples of how they've demonstrated a PwC Professional attributes throughout their academic studies, extra curricular activities, even their hobbies and previous work experience. Perspective sales candidates will go through a screening process with our HR organization, that's followed by an extensive interview process with several PwC sales leaders, before they're ultimately hired. So, describe for me the compensation program at your company. Sales compensation at PwC consists of really two major elements, both a salary as well as a incentive compensation and of course benefits. The incentive compensation is comprised of two elements. First, Sales professionals are paid on attainment to a revenue target. Second, they're measured against a set of metrics or NBOs, that are more qualitative in nature. This compensation plan focuses on a pay for performance model to the right self-sales behaviors. Right. So, continuing on that evaluation aspect of yourself people, how do you guys evaluate your salespeople? PwC sales leadership convenes twice a year at mid year as well as year end and we do a full review of each sales professional. We call this a career roundtable. At each career roundtable, ourselves professionals are evaluated based on their progression in the five PwC Professional dimensions which include whole leadership, business acumen, technical acumen, global acumen and relationships. Each sales professional will first self-assess their performance and progress, and then the inputs taken into consideration from those colleagues that the sales professional works with on his/her clients in the form of a partner survey. Then finally, sales professionals at PwC solicit real-time feedback, that's shared with sales leadership prior to the review. Okay. Falling the mid-year and the year-end career roundtable, sales leaders have coaching meetings with each sales professional to show the output from the round table and discuss any necessary course corrections. Okay. So, does your company have a training program for its salespeople? So, can you briefly describe what that entails. Yes we do. Every new PwC salesperson I should say has a two-day immersive onboarding program to learn our firm, our culture, the values and our differentiation, including our systems and processes of course. New sales professionals also are assigned a mentor in their local office, to work with them throughout their first year. Then, once each year, we gather all of our new sales professionals for a two-day boot camp. Then every year, we have a national sales training. That sales training is where our sales professionals come together and get trained on the latest capabilities and service offerings. It also includes competitive and sales skills training. Thank you so much Scott for coming in and talking with me today about PwC and your career and all that you guys do. We really appreciate it. My pleasure. Thank you. Thanks.
