In this interview, we had the pleasure of speaking with Todd Brown, Senior Account Executive with TraceAir. With over two decades of experience in the construction technology industry, Todd brings a wealth of knowledge and insights into the world of sales and implementation strategies.
Will Johnson: Thanks for chatting with me, Todd. Why don’t you start off by sharing how you found your way into the construction tech industry?
Todd Brown: Really it was just by luck. Back in '98, right after college, I was working at Timberline (Now Sage), initially in support for over four years. Some of my colleagues suggested I transition into sales, leveraging my support experience to understand industry intricacies. Interestingly, my now-sister-in-law, who worked with me at the time, knew of a sales opening and suggested I speak with the VP of Sales. So, I did, and it clicked. Being able to use that technical knowledge and newly found industry knowledge kind of really catapulted me into construction-specific sales.
WJ: What challenges did you face in selling back then?
TB: Back then, transitioning from manual processes to ERP systems presented a significant challenge. Unlike implementing a new project management solution, replacing existing back-office systems required convincing users to adopt unfamiliar technology, which was scarce in the late '90s. Building trust through relationships was essential due to widespread apprehension towards technology.
Selling platforms were also a bit of a challenge at the beginning. People liked face-to-face selling and that is why we sold via a channel partner program. They liked being able to see a person and “get a read” on them. Having someone local boosted trust. When my team came in and started selling to current customers via Webex (the only real player at that time) it was a difficult transition for them (technically and philosophically) . Just getting them into the meeting was difficult because nobody was familiar with these platforms like they are today.
But this new way also had its challenges. We couldn't control the quality of service as well, and motivating our sales partners was tough. So, I ended up supporting our partners and selling directly to customers. It was like inside sales, but we didn't call it that back then.
WJ: You've got extensive experience in the industry, working with top construction tech firms and achieving success. So, in your opinion, what’s the key to successfully selling construction software?
TB: Most importantly, you need to be transparent. You need to be a guide for your clients, leading them through the process and empowering them to make their own decisions, rather than pushing them in a particular direction. It's about understanding their needs thoroughly through a solid discovery process. You need to know what their business challenges are and present solutions in a non-intrusive manner, letting them arrive at the conclusion themselves.
If they're considering making a change, it's crucial to understand what they hope to achieve through that change. Sometimes, it's about helping them recognize a problem they didn't even know they had. This involves asking simple questions and having genuine conversations to build trust and rapport.
The key is to create an environment where clients feel comfortable letting their guard down. It starts with getting them on the phone, but then it's about having meaningful conversations that aren't just about throwing features and functionality at them. This is where the channel model excelled in the past – it was more about building relationships and having informal discussions over lunch, which often led to further conversations and potential decision-makers getting involved.
WJ: What makes good construction technology?
TB: Well, I think it comes down to two things. It needs to be easy to use and affordable. Especially in construction, where people have different skills, it shouldn't be complicated for them. Also, it has to solve important problems, like saving time in the field or managing back-office tasks. But it needs to solve a critical issue for them.
WJ: So, you've been on both sides—signing up new clients and managing existing ones. Can you talk about the differences between the two roles and how you adjust your approach as a salesperson?
TB: Honestly, the approach is pretty much the same. Whether I'm selling a specific solution or a module within a larger ERP system, or even the entire ERP itself, the basics remain unchanged. The major difference, particularly with ERP sales, is the level of conversation. You're engaging more with top-level executives, discussing overarching benefits rather than specific departmental needs.
When dealing with individual departments like AP or payroll, the conversation becomes more focused and detailed. However, these discussions typically follow after the broader, higher-level talks. Such high-level conversations can take time, sometimes extending the sales cycle significantly. I've seen ERP sales processes lasting
WJ: You've also sold in both established, competitive markets and in new, emerging ones. Can you explain the differences between them and how you adjust your approach?
TB: Regardless of the market, it really all comes down to having genuine conversations and really understanding their issues. I often approach it by expressing interest in learning about their business rather than focusing solely on selling. I like to share how TraceAir serves other businesses in their area as a conversation starter to delve into their specific challenges. This approach remains consistent whether I'm entering a new market or one I'm already familiar with. I do my research so when I talk to them I know what I’m talking about. If I was entering a new market or territory I’d have to do a lot of research, but being at TraceAir for 2 years now, I know my market well.
WJ: What’s your strategy for planning sales calls?
TB: Well, it all starts with defining the desired outcome. What do I want to achieve with this call? Whether it leads directly to a sale or sets up further discussions, clarity on the goal is key. Understanding the customer is key. Whether it's through their website, past interactions, or shared connections, building rapport is crucial. Additionally, knowing their current software usage or needs is important. For existing customers, understanding their usage patterns helps tailor the conversation effectively. Asking open-ended questions about their processes and needs allows for a more personalized sales approach.
WJ: How do you ensure successful implementation and adoption of technology, especially among older field workers who may not be accustomed to using such tools?
TB: The key is to empower them to want to use the tool themselves and let it be their decision. Finding incentives, like bonuses for usage or teaching others, encourages genuine adoption and ownership of the technology. Mandating its use from a corporate level often leads to minimal engagement. Having champions in the field who advocate for the change reinforces its benefits and helps address the pain points effectively. Making training sessions interactive and fun to encourage buy-in from all levels of the organization.
WJ: Looking back at the major shifts in construction technology, such as the move to the cloud, smartphones, and the impact of COVID-19, what do you think will be the next game-changing innovation in the industry?
TB: I believe AI will be the next big thing. It's already making waves, and in the next five years, it will revolutionize how we work. From tools like ChatGPT for marketing and sales to object recognition in software, AI will enhance efficiency across all industries. Its potential is vast, and while it brings excitement, there's also a bit of uncertainty about where it might lead. Nonetheless, incorporating AI into our the software tools we use is imperative, as it promises to streamline processes and improve outcomes.
Todd Brown started in technology right out of college in 2000 and now with 20 plus years in construction technology. Working at some of the largest Contech companies, Todd has collected a vast knowledge of the importance of connecting construction professionals to technology that will enhance their daily lives.
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