“The Emissary Files” features Emissaries in our network, providing insight into their experience and businesses they have helped sell smarter, close faster, and win more.
Introducing Gregory Wade: Former Vice President of Enterprise Business & Chief Customer Officer at Samsung
What’s your favorite part of being an Emissary?
I actually love to sit down and prepare materials before a discussion with Emissary clients. Working through these business briefs challenges you to lay out your thoughts in a concise and directional manner. I think I’ve gotten better at it over the last six months.
What was the best advice you gave to a company that impacted their deal?
An Emissary client was attempting to engage with Samsung through a sales rep in Korea. Based on my experience as the first foreign executive at the Korean headquarters, I knew he’d have a hard time dealing solely with the Korean team.
His contact was a director, and in Korean business culture, if you want to talk to someone at the director level or higher, you need to be at least his or her peer. Anyone lower on the corporate totem pole stands no chance. So I advised the salesperson to pursue both the Korean HQ and the US-based Samsung team; he was able to secure a meeting based on that strategy.
Based on my experience as the first foreign exec at Korean HQ, I knew to talk to someone at the director level or higher, you need to be his or her peer. So I advised the salesperson to pursue both the Korean and the US teams; he secured a meeting based on that strategy.
What should every seller do when using Emissary?
Always ask the question: How do we build a long-term relationship with this prospect? Long-term, strategic partnerships are built on trust, and that takes time and work to establish. Sure, I can help you with the quick win, but based on my experience, why not bring me in to discuss culture, review sales materials and critique strategy, in addition to identifying the key players?
Why did you become an Emissary?
If I can contribute something positive to how an individual or company approaches strategy or culture, they’ll learn through that process and pass those skills on to someone else. It’s one way of paying it forward.
The fact is, there's a shortfall in enterprise sales acumen, and it keeps business dependent on traditional top-down approaches.
At any point, I’m mentoring four or five people, and as my consulting business evolves, I want to make sure I can continue to do that. I came across Emissary in a search for mentoring programs, and was particularly impressed with its list of investors, including Google Ventures and The New York Times.
What is the biggest value of Emissary for sales teams?
The fact is, there’s a shortfall in enterprise sales acumen, and it keeps businesses dependent on traditional top-down approaches. There are creative, alternative methods to leadership, people, process, culture and strategy that can super-charge sales; it’s something I see and speak to every day as a management consultant.