Daryl Praill: We did it my friends. My fellow tribe, lo and behold, we did it here. We are episode number 100. They said it wouldn't make one, let alone 10, let alone triple digits. Baby, come on. Can you imagine, episode 100? I mean, candidly, sit back, relax, think about this. I will have interviewed 100 brilliant industry shaking, life altering, career making individuals who have spent time with me, little old me and actually shared their wisdom, shared a few laughs, had a few debates and it just along the way, made a ton of new friends. It's crazy. Now admittedly, it's probably not 100 individuals because we have had the occasional guests on more than once and that's often due to popular demand. It's so funny because I'll have people come up to me, whether we are out and about, we're at a trade show when those things used to happen or even talking online and they're like, " Man, how is it you know what you know about sales?" And I'm like, dude, " I'm stupid. You need to understand this. I am not a bright cookie. I am not gifted in the knowledge of sales, but what I am is I'm able to have a conversation with people who are so, whatever you hear me talking about sales, you need to know if you're not clear on this already, that I am simply repeating, regurgitating, reissuing, re sharing content that I've heard from them," and I have been blessed along the way. So if you're not aware, I asked you to reached out on LinkedIn not too long ago, and I said, " Kids, guys and gals, friends, those in the community, I'm about to do episode number 100. What shall we do to celebrate this amazing milestone? How should we approach this? Different format, different guests, different construct, what do we want to do? And overwhelmingly, I had a number of people saying, " Daryl, you spent all this time interviewing all these people. Let's turn the tables. For episode 100 why don't you be interviewed?" And I thought to myself, "Hmm, that's interesting." And I went home to my wife and I said, " Do you want to interview me?" She's like, " I don't know a thing about sales," and I said, " I know, but that's part of the charm," and as you imagine the answer, there was no. So my wife said no. So I said, " Okay, fair enough." So then I said, " Okay, who do I want to interview me? Someone I trust, someone I respect, someone I think we'll have a lot of fun and celebrate this event with us. And candidly, it goes back to the most popular guests we've ever had here on the show. I believe this will be appearance number four for him. Nobody else is like... I think the closest is... there's a few have appeared twice, this will be appearance number four. That's because you guys love him, and because you guys love him. I reached out to him recently and I said, " Dude, I need to be interviewed. Do you want to do it?" And his response was, " I've never interviewed somebody unless I'm trying to approach them for a sales role," And I said, " Well, you can interview me." So we're going to wing this together. Folks, across the pond, joining us today, live, from the studios that is fine home, wearing his trademark red cap, his red braces, what we call suspenders and his... I don't know, is that a plaid lumber jacket shirt? I'm going to now pass control over to this fine production to my good friend, the UK's most hated sales trainer, Benjamin Dennehy. My friend, welcome to the show.

Benjamin Dennehy: Ah, it's good to be here. Thank you for having me. I would like to save it to be asked to interview you on your 100th is a real honor. That's what I'd like to say, but unfortunately it's not.

Daryl Praill: I was waiting for the other shoe to fall. I knew it was going to happen.

Benjamin Dennehy: It feels more like a bail application hearing over Zoom.

Daryl Praill: Yeah, it could be. You're not that far off, I think. This is like your penance. You've done some ill, just some ill- gotten things. And now you have to interview me.

Benjamin Dennehy: Yeah. This is what happens when you kill fairies in a previous life.

Daryl Praill: Fair enough. Well then are you up to the task or are you just going to wing it like you always do?

Benjamin Dennehy: I am.

Daryl Praill: All right. I want to see it. I've got high expectations.

Benjamin Dennehy: Well, if you would just shut up for a bit and let the guy who's supposed to be doing the questioning actually ask something. In fact, it's funny because when I found out that I was going to do this, I asked people, " What should I do when I interview Daryl? What, what sort of questions should I ask him?" and people said, " Questions where he only has to give one word answers, because frankly, if you've ever watched one of Darryl's shows, you know that he probably talks more than the very person he's interviewing, but that's why we love him," and that's why we're here today. We want to find out a little bit more about the person behind the voice. We want to find a little bit more out about him. I'm going to be honest, Daryl, I can't remember when we first crossed paths. It's in the last three years, four years, it's purely through LinkedIn and somehow I don't form a lot of friendships, I generally hate people, but Daryl is one of the few people from LinkedIn where we've managed to form an offline sort of bond and relationship, one that we isn't just purely transactional. So I am really pleased to be here. So why don't I start off with my first question, and I asked this of everybody in sales, because I like to know and I get asked it. How on earth did you get into this Darryl? No one at school wanted to be in the sales. This is, what... Well, they're be two or three, so don't write us if it was you, but most of us didn't. So how was it that you found yourself to be in sales and have rather brilliantly managed to escalate your career all the way up to chief revenue officer? So tell us a bit, paint that picture for us.

Daryl Praill: Candidly, I've shared this with a few people before, I am a computer programmer by trade a systems guy, but when I finished school, I finished University. I was like, " I'm so burnt out of coding and being a developer, I don't want to do it anymore. What do I do?" And I had zero idea of what to do and I asked friends and family and they all said, " Oh, you should try sales." Now. I don't think they suggested I should try sales because they said, " Daryl, you're a natural born salesperson." I think what it was, was, at least back in that era especially, it was, " We don't know what to do with your career, so when all else fails go into sales," and that was how I got my first taste of sales and I lasted six months selling photocopiers door to door. When I came to my senses and I said, " This is bloody hard, I'm not having fun," and I went back and I started coding for the next four or five years, but here I am, it drew me back eventually.

Benjamin Dennehy: Right. So let me ask you this, because there's always this argument going, "Well, I was actually recently accused of being a good marketer," and I commented, I didn't realize I'd stooped that low. So my question to you is, are you a salesman or a marketer, which do you see yourself more as and why?

Daryl Praill: Okay. That's a really good question and I'll be candid. It's funny you say that because that has been something that I have been revisiting, if you will, since being appointed CRO here at VanillaSoft, because clearly I own all sales and marketing and I'm responsible for the number. I have spent so many years much more so as a marker than a salesperson, if I had to choose, I default to marketing. However, the difference is I would give you a third answer, neither sales nor marketing and this is the honest to goodness truth because the two occupations and disciplines have, have merged so much over the last several years, I view myself as a revenue guy, and I understand that both have a role to play and I understand the roles, and I understand them well. So I tend not to take a sales side or marketing side these last several months. I'm the revenue guy, which... but yeah, if you get me at a pub with a few pints into me and I look around me and I see there's no cameras and there's no recording devices going on, I would probably say I do bias the marketing side.

Benjamin Dennehy: I knew it, I knew it, I knew it. So tell me this thing. You've recently been appointed CRO, which I get to ask you what that stood for because it sounded like a made up title. Apparently it's real, folks, Chief Revenue Officer.

Daryl Praill: It's a real title, Chief Revenue Officer, that's right, yes.

Benjamin Dennehy: Clearly created by someone in marketing because it doesn't actually say anything.

Daryl Praill: Absolutely, we're not stupid, but yes, go ahead.

Benjamin Dennehy: So how has your life changed? What are you doing differently on a day to day basis that you weren't doing when you were chief job for crosstalk

Daryl Praill: I was chief marketing officer, now I'm chief revenue officer, so it's still just... yeah, there we go.

Benjamin Dennehy: CMO, sorry.

Daryl Praill: There I was CMO. That's okay, it's just the marketing guy and now I'm the sales guy. That's a really interesting question because I get asked that again even last night. We had friends over to steal our internet because theirs was out and they had some online learning to do. And from a social distance we were talking with one another and they asked that, " How's your life changed?" and I said, " I've never been as busy as I've been in my entire life since this job came on," which is hard to believe because candidly, I worked crazy hours, I worked a lot of hours, I did a lot of stuff and I thought I couldn't possibly get more busy, but the fact that the batter is lo and behold, I could and I have. So that's the first part that's change. The other part that's changed... Now this is... I would love to get your answer on this, your insights in this one, how it's changed for me is I now view myself as a psychotherapist, which I didn't do that before when I was a CMO. So what do I mean by that? I mean, my sales team have the tools. They have the techniques, they have the processes, they have everything they need to succeed and those who aren't succeeding or achieving their maximum potential, it's just between their ears, that's where the problem is. So I find myself nonstop thinking about, " What do I need to do to change their mindset, to change their approach, to build their confidence, to build upon in the little incremental wins?" which is bizarre because I never thought it... Before it was like, " What campaign do I need to do? And how do I do this? And how do I get Benjamin Dennehy on my show, so I get his audience to get exposed to my brand," and blah, blah, blah. So that's probably the two ways, working harder and now I'm a psychotherapist.

Benjamin Dennehy: Well, welcome to my world. I'm not a sales trainer. I am a therapist, I'm an actor and I'm a communications coach. Sometimes there's a bit of selling in that, but yeah, most of your time is spent dealing with the head trash that sales people bring you that prevents them from what they're meant to do. For every dollar you pay in Canadian, you get about 80 ¢ worth of head trash. So it's very-

Daryl Praill: And I'll be honest with you. I've asked you reached out to some of my colleagues in the space and I've said to them, " Is this normal?" because I'm like, " You know, it's been a few years for me and is this normal?" and they're like, " Yeah," and in fact what's really interesting was I was having this whole conversation with people about, do I let certain reps go or not because I see they may not get past their own mental obstacles and their response was, " Oh no, no, it's just sales Darryl, you'll get used to it," and I still struggle with that. I think a lot of sales leaders today accept mediocre performance because they think that's just sales and I cry bullshit on that, but that's just my opinion.

Benjamin Dennehy: No, I totally agree and a lot of sales managers don't know how to fix it. Just to talk about me briefly because I don't do that a lot, but the people that hate me the most within any organization, other sales directors or managers, because I'm doing the job that they're meant to be doing and when a managing director or CEO realizes, why is he doing what you're meant to do, they suddenly become superfluous. Those people never reach out to me, believe it or not, sales directors or sales managers. Yeah, so-

Daryl Praill: That doesn't shock me because it's true, right, because that's the first reaction, " Aren't I paying you to do this? Why do I need to hire a consultant to do your job?" and that's a valid point.

Benjamin Dennehy: Yeah, and why do we put up with this? He's right, " Why do we put up with this?" and the sales director goes, "Well, you know, you got to give them a bit of time." " It's been three years."

Daryl Praill: Yes. I had a conversation with my CEO the other day saying, " Expert A says that this is the way it is, expert B says we may want to do these little tweaks and an expert C says something in between," and I'm looking at that and he's asking me, he's legitimately asking me because of the new role, " Daryl, how's it going? What's consuming your time? What's on your mind? What's bothering you?" He's checking in with me, which is what he's supposed to do. And I say to him, I said, " I'm spending a lot of frigging time being introspective, trying to figure crap out," and he said, "What do you mean?" I had this conversation and I'm like, " So, do I listen to expert A or expert B or expert C because they're way more famous, way more accomplished sales mavens in this," and I'm like, " I disagree with them all," and I said, "and this is where I'm at. In the end, any success I've had is because I did listen to my gut and my gut says I've taken their input and maybe I've tweaked my position, but I'm going with my gut because it's never let me down."

Benjamin Dennehy: All right. So let's move on. Now you are a-

Daryl Praill: Okay before... No, whoa, whoa, wait. Before we move on-

Benjamin Dennehy: Oh, whoa.

Daryl Praill: Whoa, whoa, before you move on, just before you move on, we're going to go for commercial break. We'll be right back. See you all thought I was going to give him a hard time. No, we got to pay the bills here, folks, but we're back. Over to you, Benjamin.

Benjamin Dennehy: Right, so moving on. You are known... in fact, it's ubiquitous with you and the internet and LinkedIn, that you are known for giving advice and every now and then it's actually good. So let me ask you this. Who do you turn to for advice? Who do you go to for guidance?

Daryl Praill: Oh, wow. Oh wow. Oh my, that's a brilliant question. Who wrote that for you, because you didn't sure as hell come up with that. I've got a handful of people on the marketing side, people like Neil Patel, Sanger Basrai. I was on the phone the other day... literally yesterday with a guy named James Gilbert. If you haven't met James, look him up, he's incredible. That's in the market side. On the sales side. I have an eclectic number of people. I have Benjamin. As you know, here, I have Randy Ramirzma, I have Scott Leese and what's interesting is if you look at Benjamin and Scott Leese, there's a good example, right? Scott is like this surf and sun bum, who's laid back, really probably liberal, socialist leaning and then you've got Benjamin, who's like in your face, the most hated training, a little more, let's call it conservative. So that's my point I'm trying to make here is I have a diverse set of friends because they're all damn smart at what they do, but these are people that I can pick up the phone at any time and have. Literally, before I took the job, I reached out to the vast majority of these people and I said, " They've offered me this job, what do you think? What would my plan be?" and that's that imposter syndrome coming up where I'm going, " I don't know if I can do this job. I don't know if I have the skill set." So for the love of God coached me. Then the last thing I do and I laugh because I made a poster the night on LinkedIn, or it was my first LinkedIn story and I had a picture of a whole bunch of stuff that I was reading and I said, " Bedtime reading," whatever. And someone said to me, " Where did you get all this research, this is amazing," and I said, " Okay, I did this thing called Google," and they were like, " No way," and I'm like, " Yes." So Google is also a trusted advisor, just so you know.

Benjamin Dennehy: Okay. That's a great answer. Let me ask you this. What is the worst piece of advice you've been given in your career other than become a CRO?

Daryl Praill: Yeah, so that is a definitely a bad piece of a... this is a short- term gig now, once I took that job. The worst piece of advice that ever was given? I don't know if I was given like terrible advice ever. I know what it was and it was given to me many times by many people. Okay? Worst piece of advice, " Just let it go. Just, you can't change it, just accept it, it is what it is." As Donald Trump likes to say, " It is what it is," and that's bullshit because if you let it go, you become one of the minions. Now, I want to be clear here, you need to be smart, you need to pick and choose. All right? As I like to say to my wife, when she gets upset with our kids, I'll say, " Is this the hill you want to die on?" Some hills, it's okay to retreat, lose a battle to win the war. You've got to be a little shrewd about that, but just to let it go and accept it as status quo? I refuse to accept that, and if I had accepted that over and over again, I never would have had the success I had. One of the things I told my two... Both of my kids are now young adults in the workforce and they've come back and they said to me, " Dad, it was the best advice ever," was I said, " Stop waiting for permission to do something. If you know something needs to be done, just fricking do it, then go to your boss and say, 'I did it. Don't yell at me, but here's the results of my doing it, and it's pretty good.'" and I said, " Trust me, they will take note of you when you show them the results, whereas if you asked for permission, they would have said no. So yeah, don't accept it, that's my answer.

Benjamin Dennehy: That's a good answer. I mean, surprisingly from you too.

Daryl Praill: I know.

Benjamin Dennehy: So I know it's going to an interview-

Daryl Praill: I'm trying to behave myself. It's killing me.

Benjamin Dennehy: I know. I know.

Daryl Praill: I want to be in control, but you're in control.

Benjamin Dennehy: I know, it must be hard for you talking so less in an interview. What are the odds? So let me ask you this question then. You're in a pretty nice, easy business, you sell software, it's at the inaudible, we all know that. I'll be honest, I originally thought you sold ice cream, as I think most people do.

Daryl Praill: Yes.

Benjamin Dennehy: What are the biggest challenges because obviously you sell a software and there's a lot of competing products out there that say they do something similar. So what are the biggest challenges in what I would suspect is a fairly crowded and competitive marketplace? What is it that is your biggest challenge as the CRO?

Daryl Praill: Whether that's if your biases towards sales or biases towards marketing, the challenge is the same and this one is what keeps me up at night and it's what's caused my entire strategy since I joined the company, which is in every single industry, there's only one or two leaders and everybody else is a contender or even worse, a want to be or a niche or call what you will, but basically it's only two leaders. So my biggest challenge as a CRO is how do I compete when your not the acknowledged leader? When you're not Coke and you're not Pepsi, how do you enter the race and actually drive new business and acquire market share? Because of what's working against you are so many things. The investing... The investment community wants the leaders to win because they've got money on them to succeed, so that influence is happening. The brand is known and people want to minimize risk, so they choose the brand they perceive as less risky, even though the product may not be as good. Because they have the funding they've acquired some market share. Now market share can be changed, but in this near term, they've got a hell of a lot more customers than you have. That creates a loyal following, so even when the renewal process comes around, it's not so much that you're winning the business as they're possibly losing the business because of bad customer service or what have you. So how do you make sure that you're top of mind to be considered at that renewal stage? How do you compete when you don't have enough money? How do you compete when your brand is an afterthought? That's been my biggest challenge and over and over again, the only way for us to do that, especially in this time and era, is through personal branding and noise. So you talk about... I'm known as the guy who has advice. That's brilliant because that was a total tactic to say, " I can't outspend my competition, but I can out brand them. I can out social them. I can content them. I can out influence them," because all of that cost nickels, dimes, nothing, that's dirt cheap. I can't hire more employees, I can't throw gobs and gobs of money at Gartner and Forrester, I can't be the premier platinum sponsor to every single trade show, I can't have an advertisement on every single publication, I can't do that. So I'm a contender trying to survive in a field, dominated by a handful of leaders and that's what makes my life hell sometimes. It also makes it fun because you get to try stuff you wouldn't normally do.

Benjamin Dennehy: I'll tell you what, that sounded like the most scripted, rehearsed, CRO/ marketing officer spiel I've ever heard. Crikey. That works in board meetings, folks, but I'll give you some free advice. How do you compete in a crowded competitive marketplace where you're not market leader? It's very easy, it's just hard to learn to do. It's asked better questions and your prospects will discover very quickly that you do a better job than their competitors. No fancy marketing, no sponsorship, no days away at some guru. Just learn how to ask better questions and get your prospect to realize they need what you have. That's a skill. It can be learned. In fact, it's what I spend my life teaching people to do when I'm in Canada. So-

Daryl Praill: Just before you leave that topic, are you suggesting that we should hire you, but we shouldn't judge you based on your interviewing skills, but you're better at that other thing you claim to do then this thing you're doing now?

Benjamin Dennehy: I think your Canadian dollars could afford the British pound.

Daryl Praill: I have a substantial UK staff, I want you to know that.

Benjamin Dennehy: Wow.

Daryl Praill: They all love me, even though they tease me on my outs and my abouts, so there you go.

Benjamin Dennehy: Well, I'll tell you what, if you qualify, if you pass my test and I'm happy to work with you, then I'll let you know.

Daryl Praill: I love it. Okay-

Benjamin Dennehy: crosstalk

Daryl Praill: ...your test is simply, can you cut a check? Isn't that the sum total of your of your test?

Benjamin Dennehy: No, no. You've got to convince me. You can change, like inaudible therapy.

Daryl Praill: Oh, I love that. Let's explore that for a second. You've got to convince that you can change.

Benjamin Dennehy: Go for it. You've got to convince me you can change.

Daryl Praill: That's no different than me saying I spend my time being a psychotherapist and I, and I look at my reps and I say, " Can you change?"-

Daryl Praill: ... andI'm

Daryl Praill: not convinced some of them can.

Benjamin Dennehy: No.

Daryl Praill: How do you do that?

Benjamin Dennehy: If they can't convince you, then it's no point. The first step, if you want to do this serious, if we were to work together, the first thing I'd say is, "Ask you guys to pay towards their own training." The ones that refuse don't want to change. It's that simple.

Daryl Praill: I love this, and I love though...

Benjamin Dennehy: Yeah.

Daryl Praill: I've actually shared, because I know you've shared that story with me before about that's one of the questions you've asked and I've shared that with others, and I even gave you attribution because I'm a big advocate to say, you have to invest in your own career. I've done it over and over and over again. I buy my own gear, I buy my own technology, I buy my own courseware because I am my own mini business and if you sit around waiting for your employer to make you successful, you've already lost. So I agree with you, and I've said to see folks before. I know I'm taking over the show again, I'm sorry here.

Benjamin Dennehy: crosstalk

Daryl Praill: Learning is earning. You've got invest in yourself. Gosh, shut up, back over to you. You're the interviewer, interview away. Oh, by the way, I should've warned you we're down to less than five minutes, my friend, just so you know.

Benjamin Dennehy: For those of you listening at home, those are wonderful words aren't they? Just to hear that sound, there's only five more minutes of having to listen to Darrell waffle on. Anyway, waffle on we shall, which by the way, isn't that the Canadian dish? Waffles?

Daryl Praill: Oh no. That'd be more the International House of Pancakes, I think in the U. S. but we are but maple syrup would be the condiment that goes on that dish.

Benjamin Dennehy: Maple syrup.

Daryl Praill: Yes.

Benjamin Dennehy: And to all the listeners, I'll let you in on a secret. I actually do import my maple syrup from Canada.

Daryl Praill: Yeah, nice, man.

Benjamin Dennehy: I won't buy the stuff that's on the shelves in England. Yeah.

Daryl Praill: You're a wise man.

Benjamin Dennehy: So a couple more questions then. If you want to go back and see your little 18 year old self, what advice would you give him?

Daryl Praill: That's a really good question. So I'd give a couple of things and this is going to sound trite, but it is true. I'm 53 today, folks, so you do the math.

Benjamin Dennehy: Happy birthday.

Daryl Praill: Not today, toady, but as of this recording, I'm 53-

Benjamin Dennehy: I'll take that back.

Daryl Praill: ...but about a month ago, it was my birthday, so thank you. So that would be like, what, you know, 35 years ago. I was a very different person back then and you changed so much with every decade. So going back to my 18 year old self, I would say a couple of things. I would say you have to believe in yourself because you're all you've got, that's number one. Number two, you have to get over any pride or ego you have and ask as many questions as you want to and don't worry about sounding stupid. Ironically, you won't, they will respect you more, just trust me on that one. Number three, it me a long time to figure this out, trust your gut. I made this mentioned before, if you think something's right, do it. Number four, take risks. You never will have massive success unless you take massive risks. Number five, be prepared to fail, dust yourself off, get up and do it again. Don't take stupid risks, they're calculated risks. When I say calculated that means if you fail, this is what's going to happen, so you have a plan and number seven, it would be surround yourself with really smart people. This is going to sound trite, always hire people better at their skill than you are. Always hire people better at their skill-

Benjamin Dennehy: But I got to imagine that'd be tough for you.

Daryl Praill: It's one of those things because we are so insecure and so doubt our own abilities, yet we're so gifted as people. You just got to believe in yourself, and that's the honest to God truth.

Benjamin Dennehy: That was a great answer. It's almost verbatim the post I wrote the other day, what I'd say to my 18 year old self, so it's good to know you're still reading.

Daryl Praill: Really?

Benjamin Dennehy: No, I made that up, but just to see the look on your face.

Daryl Praill: It's going to be a post he's writing tomorrow, there we go.

Benjamin Dennehy: Yeah. Thank you, Daryl. Okay, we'll leave on this question then, because we know where you've come from, we know what you're doing. So the question is, where are you going to be in five years? What will Darryl be doing? Who will Daryl be?

Daryl Praill: I'll be an ink stain on the LinkedIn Chronicles. I'll be, " So remember that Praill guy? Wasn't he the guy with the white hair and the beard. That was a lame beard. That beard sucked, and he had those stupid glasses." Yeah, talk to me. " And he hung out with that really cool cat, Benjamin Dennehy. What happened to Dennehy? Oh, he's the prime minister of the UK now." So that's what's going to happen in five years, I suspect. Either that or I'll will be blissfully retired and living in my trailer or my caravan, just traveling the world or I'll be a CEO of another high- tech startup. So I don't have a full game plan, but I have some thoughts, but who the hell knows? You know, candidly, I'm not thinking that far ahead and that's an honest truth. I'm not thinking that far ahead, but I am giving myself options. So on a statement, when the job offer for CRO was given to me, one of my considerations was, " Well, if I took the CRO position that would round up my resume and therefore if I wanted a CEO position after this gig ends for me, now I've got the pedigree and the experience to actually get that." So that was a natural, honest to goodness factor in my decision of accepting the CRO position. It doesn't mean I'll become the CEO, but it means I now have an option to become a CEO and that's what you should always be doing. So that's my five- year game plan. If we're here doing episode number 500 and it's you and I again, then the game plan is out the window and I suck.

Benjamin Dennehy: Yeah. Okay. And last question then, is there anyone you want to give a particular shout out to, someone you just want to thank for all their support, their help and their guidance that has enabled you to become the silver fox that you are?

Daryl Praill: This is going to sound trite, but my wife has been with me through thick and thin, good times and bad times, riches and poorness. I can't tell you the hell she's gone through with me and I don't know why-

Benjamin Dennehy: I can imagine.

Daryl Praill: ... she would because she'sreally funny and she's attractive and she could have anybody she wants to. I don't get it. So to her, I tip my hat and I thank her and she will probably listen to this and she'll get all misty- eyed and who knows, maybe I'll got lucky. So there you go.

Benjamin Dennehy: Well, I think there's one person who I think you failed to mention who's long suffering, I mean, long suffering and that's Daniel. The guy that crosstalk

Daryl Praill: Daniel, the producer I thought about mentioning him, but then I got to go through the whole team. Daniel, the producer on show number 100. It's true, he is the secret behind this. He edits out all of my bloopers. He is the man I got to tell you folks, how he puts up with me, I have no idea because I'll come in last minute, I'll wing stuff. This is how it's changed. I showed up like two minutes before this recording was supposed to start and I walked in the studio and there was a time in the early years when he would have been texting me and panicking me and calling me, " Are you coming?" And now, like I don't get it because he just knows this is who I am. So Daniel, big shout out, could not have done without him. I may be the guy in front of the camera, in front of the microphone, but Daniel is the guy who actually makes this thing rock every single week.

Benjamin Dennehy: Perfect. Well then, on that note, congratulations on your 100th episode. Congratulations to all of those who've managed to get through this 25 minutes of listening to Daryl and over time, and I'm sure all of us look forward to listening and hearing from you in the comments and in the re shares of this video. Thank you.

Daryl Praill: And with that, we're out of here. Episode number 100 is in the books, folks. That's my friend Benjamin Dennehy, give him a follow. He is the UK most hated sales trainer. This is another week down of the INSIDE Inside Sales show. You take care.