← The Top 5% Method®
The Top 5% Method®
"You have to create the BIG IDEA." From Sales to CEO of a 7-Figure Company, Chantel George's Story
00:36:24
Follow us on all podcasting channels. Follow us online: Join the 28,000 Tribe free newsletter: Discover the Career Masterclass: Apply to the Academy: https://www.top5percentmethod.com/apply Katheline's Linkedin: ...
Loading summary
Transcript64 lines
- [00:00]
A
Rather have more things happening and then deal with operational issues that comes from that than nothing happening because I'm stunted. So I think my response to these rock bottom moments have also been there's relief on the other side. People that I have had relationships with 10 years ago, 15 years ago, some of them are becoming customers now. I would have never imagined that, you know, dynamics are not static, they're fluid. You may meet someone a decade ago that you maybe a rep on their team. Fast forward now they're coming to you for advice, being kind to everyone that you meet along the way. My husband says don't step on people on the way up because they're the same people you see on the way down. And I think that that's really good advice. So relationships and having integrity is the biggest career tip that I would foreign.
- [01:12]
B
Welcome to Driving impact, the top 5% method. You have no idea. It's been like ages. It's been since 2024 that I've been wanting to have you in the pod and I've been so excited to watch your journey and so welcome to the pod.
- [01:26]
A
Thank you. I know it's been. And even now we're like in this crazy timeline, but I really am excited we were able to make it work.
- [01:34]
B
Thank you so much for making the. I was telling my assistant about your journey and she was like, I can't wait for her to join the podcast. So today's the day, so let's jump right into it because I know you're a busy woman, so first things first. So you were an individual contributor at different tech companies. So you worked at LinkedIn as a sales individual contributor. Also you worked at Twitter where you were a sales manager back in 2022 and now you were self Magic. Correct.
- [02:05]
A
Field leader. So I was on the IBM account. Okay, well, enterprise sales leader.
- [02:11]
B
So you were an enterprise sales leader at Twitter and in 2018 you had a side project, I'm going to call it a 20% project, that you started, which was Sisters in Sales, Sistas in Sales. And now you're the founder and CEO of Sistas in Sales. Can you tell us more about the amplitude and the magnitude of Sisters and Sales? Because now it's a full time job for you.
- [02:36]
A
That's a very big question. I think that there are stories all the time going on over the past eight years from people that have experienced the value of being a part of the network and on all sides, whether it's a member, whether it's a sponsor, who's recruiting from our network. Whether it's a brand opportunity. So I think it all depends on who's asking, you know, like, what. What my answer would be. But I would say the impact that this has had on me personally, something I can probably speak directly to. Going from a salesperson into a CEO required developing a lot of other muscles. Financial acumen, operational acumen, marketing chops. Just all the things that I'm not spending or didn't spend a ton of my time on before this transition. And that means you have to kind of go back to school in a way, develop another network. And so there was a lot of personal impact on me from this growth journey that I've been able to rise to the occasion for. And there's some things that I'm still working on. So hopefully that answers your question.
- [03:35]
B
Yeah, 100%. So how were you able to develop this skill set that you didn't have to become the CEO that you are today?
- [03:43]
A
Some of it is just pure education. So reading and staying on top of current events and following your industry, other founders going to other events. For example, this evening, going to a tech event to meet other founders. And you need to be in community with other people that are building because we all have a little bit of deliriousness to our personality, because you have to be very radically optimistic to do this, because you are really operating by faith. You are creating your own path for yourself, for your people, for your staff. Everything is new. It's coming out of your brain for the first time. So it's important to be surrounded by other founders and other entrepreneurs, because it's hard to know until you're in it. I mean, when I was a sidepreneur, I went to those kinds of events as well. There was a little bit of, like, I won't call it hazing, but I will say there was a little bit of separation in the crowd. If you were a sidepreneur, the entrepreneurs did not feel like you should be in the same group as them because you have the consistency of a job. And I always thought that was a little harsh. It's like, I have an idea. I think it's a great idea. I'll talk about it. And then the conversation would go to, well, do you do this full time? And at the time, I said no. And I almost felt like they were like, okay, thanks, bye. Like, there was some friction. But I will be honest, being on the other side, not having a solid nine to five, as they like to call it, but my own path and do my own thing there is definitely A difference. It is not the same. It's not even close.
- [05:26]
B
What is the difference?
- [05:27]
A
I mean, there's pros and cons, right? The biggest pro is the freedom to build whatever you are inspired by. For example, for the conference this year, I am creating three to four new activations that I believe should belong in this universe that we have been building for eight years. One of those activations is called Silicon Alley. It is the first time we'll have a technology showcase that is basically as sales tools for our community to engage with, test demo and talk to the founders. That's the first time we've ever had like a real technology showcase. We have activations for lifestyle. So if you're a seller that you care about skin care, before you go into a client meeting or new luggage or what have you, we will have brands that are participating, showing sellers that. So just a bunch of things that I've been thinking about that I'm bringing into the world, that is unlimited potential. That is the best thing about being an entrepreneur.
- [06:24]
B
So there's no ceiling. You can do whatever you want. You have the full freedom. And what is the downside of being. And I know because I launched myself three months ago, I left LinkedIn. So I'm just curious about your perspective.
- [06:38]
A
Well, I mean, there's a few. Some of the downsides are people. You know, people are unpredictable. And when you are working in an institution, there is an HR function. There's a lot of systems in place to support the development of people. When you're scaling on your own and you don't have an HR function or you are working with contractors, it's not the same and streamlined process for managing people. And people especially if you give them things to do that are very critical that can make or break you. But then if you don't have people, you're going to like burn completely out because you have to do too much. So those are one of the cons. It's like knowing the right people. I am very blessed to have an amazing team. Women on my team, such as Erica Franklin has been a part of the organization for four years. So some of my founder friends find this to be one of my incredible superpowers that I'm able to support people on my team, give them what they need, see them grow, and they push me. And we, we, we have a really great repartee. So I have been able to turn a con into a pro, but that's usually a con for most people. What else? I mean, unpredictability of business. Right? We're going through socioeconomic changes right now. There are political changes not have predicted economic changes we could not have predicted a mess. Yeah, that's a con. There's also, you know, obviously the pros that we can be very agile, but the con is definitely there. We deal with a lot of the Fortune 500, so if they have changes that affect us, it can affect us in a very detrimental way financially as well.
- [08:22]
B
Like we've heard a lot about the diversity programs that have changed and understanding that for the audience that Sisters and Sales is an organization to promote. And tell me if I'm understanding it right because the first time I heard about Sisters in Sales, I was a sales leader at Google and my peers were. And some of my C's were talking like, you're going to Sisters in Sales? And I'm like, what is that? And everybody was so pumped and so excited about this conference because the sisters wanted to see themselves. So you're doing something right. And when I met you for the first time, we went to Soil House in Hollywood, I believe wehole and you told me it was a seven figure organization. And I was like, wow. The first question that came to my mind is how did you go from having a 20% project to growing an organization that's a seven figure organization? Like, how did you find the courage to jump from a very comfortable job? I think that's what everybody wants to know. Even now. I was talking to someone was like, I don't know if I ever. I'm going to have the courage.
- [09:22]
A
Loaded questions.
- [09:24]
B
I think that was not the goal. That was not the goal.
- [09:28]
A
It's okay. It just takes time. I would say that you can get the seven figures, eight figures, how many figures? Depending on the cost of your, like, you know, your product. Right. So like executing an event of our scale and magnitude requires us to have pretty large, you know, sponsorship packages. It's just the nature of doing business and the cost of doing business. So I think it's relative is basically what I'm saying. The product that we're creating, for example, in the fall, we're gonna have a thousand women. The venue has to match that level of scale. The food, the drinks, the activations. We're talking about a lot of dollars here. So ultimately you have to be able to sell something comparable. So that's, that's the short answer logistically to how we scaled so fast. The second question that you asked me about fear, I think that is something that I can reflect on a bit more. There is definitely a leap of faith you have to take to build something this grand. We as salespeople, you and I, we know how to position, market and push products through. But often we're given that after the big, after the person created the big idea. So I have to create the big idea and then also create the products to sell that big idea. And that is it does require a lot of courage. I won't discount that.
- [10:57]
B
And I want to double click on that. So I want to. First, you talked about the magnitude and for the audience, we want to talk about profit margins. For all of us who work in sales and marketing is depending on your profit margin. You have to calculate how much you want to sell the offering for the sponsors to be able to make it work. Because if it costs you, I don't know, a hundred thousand dollars to rent a room and another $100,000 for the food, then you're not going to sell a sponsorship for $20,000. So you have to cover and then pay yourself and all your staff, etc. So profit margin. So that's what Chantal is talking about. And then let's double click on the courage because there's a concept we like to talk about in the top 5% method driving impact is how do you shift into your higher self mode, the bigger mindset that gives you not just the courage but the stamina, the inspiration to take inspired actions. Because people have. A lot of people can dream big, but taking action is where people are stopped. They stay in their head. But you actually went on, took the actions, found the sponsors and kept going year after year after year.
- [12:05]
A
Yeah, well, you know, it's kind of like riding a bike. Not to be cliche, but you know, when you do the, when you take the first big risk, everything else becomes not as bad. So I've taken at this point thousands of risks over the past eight years. So if a new opportunity shows up and it feels like I have to put myself really out there to do it, I'm willing to do that because I'm accustomed to doing it. I have the muscle memory of taking risk and everyone starts from somewhere. I could just share with you that it gets better over time. It's easier over time. Not only are you are you faster to analyzing risk and talking to yourself more, you're also okay if things go wrong because you've already been through rock bottom at some point over the past several years of your journey, everyone has gone through rock bottom. Founders that I know and respect very highly have either ran out of cash or had to do layoffs. Every company, you know, the top companies of the world have to change their business plan. So the worst thing possible, once you've gone through it, it's more so just the, like I said, the muscle memory, once you've gone through it the first time, it's really not that bad multiple times thereafter because you've already gotten to the worst place possible and built.
- [13:24]
B
Can you share one rock bottom story? And I open it up. When I had my first startup 12 years ago, I had a rock bottom moment where I grinded my teeth so much that they were all broken and I share about it in a video and I didn't realize and I gained a bunch of weight and my sister said, what happened to your perfect teeth? And I talked to my friend who's an entrepreneur in Montreal and he said, oh Yeah, I gained 60, 60 pounds and he had diabetes and whatnot. So. And I had to redo the front of my teeth. So that was one rock bottom and that get in LinkedIn because Namdi, who was my manager said, what is the biggest grind? I said, well, I literally grind in my teeth. So I had to redo all the front of my teeth. I didn't know when you grind so much that you don't know that your teeth are destroyed. So I know what you're talking about. So can you tell us one story of your rock bottom?
- [14:12]
A
Every year is something new. You know, I think finances are the most critical rock bottom moment that anybody probably is going to have for us. Like I mentioned before, we're in a lot of very volatile, so sometimes we feel like things are going great. The other times we feel like we're about to lose majority of our revenue because of the climate that we're in. I would say that honestly I would say that I've had my most rock bottom moment probably maybe years ago. I don't know if I would even say most recently. I think because I've gotten so accustomed of dealing with difficult things that even though I've had more difficult things at scale, I still think of the early days as my most critical rock bottom moment. So like when I first started, when we had like our first complications with like insurance and our contracts weren't really together and you know, we were open for all kinds of strange liabilities and then I had to figure out our legal teams and it was rock bottom for me because it was the first time I've ever dealt with these things. Nowadays there's really nothing that can bring me back there to, to your point. But I've had Worse things happen, if that makes sense to you.
- [15:30]
B
So you become more resilient because you've earlier, it's new, so you're more sensitive, but later you're like, been there, done that. Yeah.
- [15:38]
A
It's like, it's resilience, it's being even keeled. It's knowing that, you know, there's this, you know the old saying that sales cures everything. So money, you know, it's like, it's like, okay, this sucks, but like, let's go find something new to sell, let's go create something, let's go figure out a new product, whatever, because that is the way to keep going.
- [16:04]
B
Yeah.
- [16:05]
A
And I'd rather have more things happening and then deal with operational issues that comes from that, then not nothing happening because I'm stunted. So I think my response to these rock bottom moments have also been there's relief on the other side. Sell something else. So that's also how I've combated them.
- [16:28]
B
It's amazing. Thank you for sharing. And I think it's going to help people who are thinking about jumping into their purpose or into an initiative that's important to them. So moving on to another topic that's of interest. Like, you've had a career across tech and now as the CEO of a, of a company, and what are your radical career tips? Like? If you had radical career tips that you wish you knew 10 years ago or seven years ago, whichever period makes sense to you, what would you share with us?
- [17:02]
A
Radical career tips for people in our.
- [17:05]
B
Industry, for people in our industry. Things that you wish you knew. Things that could help people accelerate their career or make better decisions. Decisions like if you had to talk to yourself like 10 years ago, what would you do differently?
- [17:18]
A
Honestly, I really like that I ended up here as an entrepreneur. I don't think I would have done it earlier or later. I believe that the best tips, though, are relationships are very critical, especially if you're going to obviously be in the workforce for 20, 30 to 40 years, then you better have a great reputation and do right by people. Because the industries that we all work in are very small and we're only a few degrees away from someone who knows us and our connections to one another. So I believe that younger people who are first getting into their career, sometimes I don't think, realize how connected we all are. People that I have had relationships with 10 years ago, 15 years ago, some of them are becoming customers now. I would have never imagined that, you know, dynamics are not static, they're fluid. So you May meet someone a decade ago that you were maybe a rep on their team. Fast forward now they're coming to you for advice, being kind to everyone that you meet along the way. My husband says don't step on people on the way up because they're the same people you see on the way down. And I think that that's really good advice. So relationships and having integrity is the biggest career tip that I would say.
- [18:40]
B
I love it.
- [18:41]
A
Research is the answer for everything. Knowledge is the answer for everything. It doesn't matter your personality type. I know some people in sales and business overall say being extroverted is important. Being charismatic is important. If you spend time reading up on your clients, reading up on their pain points, they more so care that you understand the information, not that you're trying to, you know, razzle dazzle your way through the call. So I think it's so important to do homework research on the people you're talking to. We live in a time where there's just not a lot of time for anyone anymore. I feel like we're all fighting for time for ourselves, our personal lives, our loved ones or businesses. And no one wants to be on a call where they have to go through all of their, you know, go through these long discovery calls. They want you to come with perspective, thoughts, opinions. That is very critical in the time that we are in right now. And then I think lastly, I know I don't want to say be authentic because everyone says that and I just don't even. It's so buzzy. But I will share this one story that is a career tip that taught me a lot. When I was going for management in Yelp, actually a few stops ago, I had an interview. I was tapped to be a manager. Then I had an interview associated with it. Right after I walked in that interview with a Persona, like, I came in with this idea of what a manager should look like and sound like. I changed the tone of voice. I changed my cadence. I was like, hello, my name is Chantel. Like, it was so strange and I didn't even know why I did it. It's like I went into like some sort of action mode. Like, you know, like I was on a show or in a play and I remember the feedback. They didn't give me the job the first time I got it. The second time. They didn't give me the job the first time. They were like, we wanted you to do this interview because we liked how you were then. Yeah, then you went and you changed to be somebody else. We didn't like that.
- [20:43]
B
Yeah.
- [20:43]
A
And it's important because people like consistency. And so if you are who you are with all of your kinks and you're in what makes you an individual, just stay that person. It is so important to stay that person because that's where trust is built. People believe that you are who you say you are and that you're not putting on a mask or putting on a different Persona. So that was, that was a really interesting lesson I learned. I said, oh, I could just be me. Not only is it important for business, like I mentioned, from a consistency standpoint, so if you don't believe in authenticity because it sounds too buzzy, believe the fact that your audience wants to be able to rely on the version of yourself that you're presenting to them each and every time. So that in itself is very critical. So, yeah, that was a big lesson. I never changed my personality, never changed my tone of voice, never changed anything again after that. And that was a big unlock for me.
- [21:37]
B
That's a big one. Because there's a lot of women that are told to have executive presence, to have gravitas, and then they start trying different things and they're not themselves and they lose themselves and that becomes critical because they can't leave. You can't lead if you're not yourself, if you're not tapping into your real voice, your real quirks, your real, your real reality, whether your mom, whether you're, you're black woman, whatever. I'm French Canadian, Haitian, etc. So if I come up with a totally different personality, people are going to be like, what happened to Kat? Or kjp? Because people call me all different things. So I think this point is very, very important because people feel the energy and you can call it like your energy, your personality, your vibe, and people buy your vibe and that's what people want. Like I remember I worked at Deloitte and people say, how does she get to get to be crazy? And that was my vibe because I was hired to innovate, to get to shake all the gray. We call them the gray matter. It was like 65 year old partners who had white hair. And my job was to kind of make them understand that we need an innovation line that's going to be digital. So my job was to like to shake the money tree, but make them understand that get on your tablet and Google Deloitte and you're going to see that we're not there. So. And then I had to be a little bit out of the box. So it's, and that was my style. And people were like, well, why did she get to get crazy? Because we hired her to be innovative. And innovative sometimes means crazy. So I think that's a good point, Chantelle. That's a very, very good, good point. And I hope people hear that and stay grounded in who they are and don't. Because somebody's gonna buy who you are. And that's what people need to hear and understand and embrace as they evolve in their career. Yeah.
- [23:20]
A
I mean, again, I think there's just a strong business case to do it. You know, I have a Poland Spring bottle in front of me. If I drink this every day for five days and it tastes like water, but on the six day, it's juice, I'm gonna have distrust for it now. So it's just literally very critical to have your authentic personality every day with. When you're interacting with any audience. No one is looking for unpredictability, especially because we're talking about personal brand. And branding is always about consistency and showing up the same way every time.
- [23:58]
B
Yeah. And I like this equation, which is trust equals consistency over time. And also you can add divided by self interest. And I remember when we were, I was doing, I mean, I spent most of my career at Google, you would have reps that were so self interested that the other reps or the customers would say, I can smell, I can smell the sales pitch. And people don't like that. They have to feel that you care about them and you have to dial down the self interest. And sometimes you have to give, you have to over give such that you recalibrate the balance. And on the personal side, I would love to hear like, because we're whole holistic humans. It's not like I have a five year old son. It's not like some days I'm a mom, some days I'm not a mom. Some days I'm, I'm a CEO now of my own company. I'm a podcaster and I, my podcast made it in the top 200 of Apple. It's not like tomorrow, I'm not a podcaster. It all comes together like, it's not like tomorrow. I'm not a black woman, I'm not Haitian. So every day I am who I am. So how do you, as the CEO of this seven plus figure company, how do you manage yourself and your life in a holistic way such that you can be healthy and balance? And I know Emma Grady went into the diary of a CEO and she said life balance is something that it's very hard to manage. But how do you stay grounded in yourself?
- [25:29]
A
Well, I used to scoff about all of the people that said they Woke up at 5 and did their run and then they go in their journal and then they, you know, meditate and whatever. I used to scoff at that. And I'm not saying that I'm doing that, but I am saying at this point in my, in my life where I understand why they do it. And it's not because I think it's. I mean, obviously they enjoy, like, bragging about it. But I see that it's really important to compartmentalize because when you're running a business, your thoughts are consumed by the business all the time. Even if you're not sending an email, you're like, oh, you're reflecting on, oh, this deal and, oh, this person and this problem. And you're, you're. It just creeps into your mind. I used to have dreams about my business and what was going on with it. So I see the value in unplugging. I have now two phones. I'm supposed to keep the same phone here and take the personal phone, but I haven't really mastered that yet. But I'm saying I'm at this point in my journey where I understand the value of it. And now I don't make fun of the people that say they do those things in my head because I see it as a healthy detachment. I also see the importance of not having a packed calendar because going back to what I said before, you are the creator of the vision, the seller of the product, and all of the things in between. So you were brought in for innovation at Deloitte, like you mentioned. I assume part of your job was to think about problems and figure them out by allocating thinking time. And I think as a CEO, because we're constantly executing or helping people to execute, we don't have enough time to think. So going back to the importance of having scheduled blocks, scheduled blocks of time to think, I no longer take meetings on Wednesdays, so I can think of. So my journey is going to get more involved, with more wellness. But I believe I'm finally understanding that. And I don't think it's a farce. It is real. It's very challenging not to have a space where you're not thinking about your business when you're starting your business or even eight years in.
- [27:50]
B
No, I can relate 100%. This morning I woke up at 7:30am that was great. I was super happy. I just slept through. Sometimes I can wake up about five something and. And then I meditated because it does make a difference whether you meditate or not. And I was lucky because my son is. Is went camping. So this week, in terms of wellness, I'm going to be fasting for. For two days because I find, like, fasting brings a lot of clarity, and I call it like going in hermit mode, because I need clarity as a founder to just kind of empty my mind. But also, I grew up in church. I don't know if you grew up in church, but I grew up in church and they were fast. And then you wash other people's. You want to stay humble, so you wash other people's feet. Yeah, there's all these practices that we don't necessarily practice anymore, but slowly but surely. I listened to a lot of podcasts and there's all these reasons for women, midage women, to fast, and I started integrating it. But when I'm with my son, it's very hard. I'm like, oh, I'm gonna eat whatever processed food. But when he's not there, I'm like, oh, I might be able to fast and just cut all the phones and then not see my girlfriends, not see anyone and just disappear and just think and then read books and just drink water. So totally get it. I have a friend who's a CEO of a nonprofit. He was able to train his virtual assistant. So he doesn't look at emails. I know it sounds crazy. He does not look at emails. He looks at emails twice a day. And the rest, he trained her to. To be his brain. Like, I'm like, can you. He's like, no, she's mine. But he's living a very good life because of that. I've never been able to do that, but it's. I love to hear the hacks of top secret.
- [29:36]
A
Fixer AI. And it's an AI tool that sits in your email that drafts a response that it thinks you should say.
- [29:44]
B
What's the name?
- [29:45]
A
Fixer AI.
- [29:46]
B
Fixer AI. Do you use it?
- [29:50]
A
I do, yeah.
- [29:52]
B
Did you ever reply to me with it?
- [29:54]
A
Probably. I'm sure it gives you a draft in your inbox. You just click send. Most of the time, it's what I want to say. I mean, I wouldn't say it if it wasn't what I wanted to say. But even the. And it's not just like those auto responses that Google provides where it's like, yes, no, no. They're complex responses. Sometimes it's paragraphs and paragraphs long.
- [30:16]
B
I Want to try it? Because I've been very dissatisfied with what they think I want to say. So I just have to run it multiple times and say casual tone. And then I have to say, well, not too formal. I have my own voice. And I like, I'm. I'm also. English is my third language, right. It's like French Creole, English. And it's just. I like the quirks of all that. But I want to try it, see how it goes.
- [30:39]
A
Yeah, it's great. I love it.
- [30:41]
B
I'll try it out. Do you have practices to help you be your higher self? Like days in and day out, like, do you have like we talked about church, I talked about myself and fasting when I can, whichever, like every six months or whatnot. Do you have practices that ground you in your day to day or in your week to week or every. Like is it. Bill Gates goes on a one week retreat every year, like where he reads and that's his ritual. Do you have something that helps you ground? It doesn't have to be complicated. It could be going for a walk, it helps you.
- [31:17]
A
Sometimes it's just sitting outside, you know. But I would say spending time with family is very important to me. That is the key because I get back connected to my roots, connected to where I come from. I don't go too far away outside of my identity. I'm a first generation American. My family's from the Caribbean, Dominica and Jamaica. And I have the luxury of living by them. I live very close physically to my family.
- [31:46]
B
So in New York you're still in New York, right?
- [31:49]
A
Yes, so I see my family a lot.
- [31:51]
B
So you fly a lot there to.
- [31:54]
A
No, in New York. I have a lot of family members here. So when my father came to this country, he was the first from his sibling group to come here and he sent for his brothers and sisters and they all live within a three to four block radius of where I am. And for perspective, I took over my parents home. So this is my childhood home that I was able to renovate and bring up to date. So I'm still in the center of my family. And that is what keeps me grounded and connected to my identity and my culture. I can walk to my uncle's house, I can walk to my aunt's house, I can invite them for dinner and vice versa. And this is something that has been very, very important for me. So I would say the closeness to my family is something I do not take for granted.
- [32:45]
B
That's amazing. It's a privilege being able to be Connected to your family and to stay connected, it's very grounding, especially in this day and age. You could lose yourself if you're not close to your roots. That's an honor. And then recently you also got married. Was it a year ago?
- [33:05]
A
Yeah, yeah, I guess so. Almost. We got married in October.
- [33:10]
B
Time flies. I just tried to follow your stories on online. Yeah, you got married and then like it's kind of like the coming of like the next generation as well, which is beautiful. Congratulations.
- [33:22]
A
Yeah, thank you. That, yeah, that is true too. And that was, you know, when we met, I was like, this is important. Gotta see my family, everyone. Gotta meet everyone. So, yeah, still the same today.
- [33:35]
B
Congratulations. I'm very, very proud of you. I remember the first time we met in LA and I didn't really know you. I knew of you. I heard about you when I was at Google from the sidelines, from ladies, amazing ladies who were very impressed by the organization, excited about what you're doing. So I think it's important sometimes when you're in the trenches and navigating uncharted waters or choppy waters, not sure about where the next opportunity is going to come from. That being back in the days from my seat, what I didn't know it was all the ladies at Google were excited about sistas themselves. Very, very excited about it. Looking forward to it, looking for community and they found it there. I haven't been yet, but never say never. It's very exciting to see you thrive. Thank you for coming and anything you want to plug, tell us about, like before we part ways about something that's coming up that people should know about.
- [34:32]
A
Well, so much is coming up. Next week we're going to be in Atlanta for Atlanta Tech week in a partnership with Salesforce. The week after that we have a partnership with TikTok in London supporting their sales team there. And then at that point we'll be like two months out of the conference. We're expecting a thousand sellers in New York city from the 18th to the 20th. I'd love to see more nominations for the gala, which is the opening dinner for women that should be nominated or should be promoted and highlighted. I'd love to see that. So that's the big plug. If anyone in your network you believe should be awarded in front of all their peers, I would love to do that for them. And then obviously the conference is going to be spectacular with all the sponsors involved. Netflix, Pinterest, Walmart, Connect, the trade Desk, SAP. So hopefully you'll see us there this year.
- [35:24]
B
That's amazing. So I'll ask for the link to nominate a leader in sales that people should vote for, please.
- [35:32]
A
That would be really great.
- [35:34]
B
Awesome. Thank you so much Chantel for making the time Friends. It's been a year in the making, believe it or not, but we finally got Chantal, the CEO of Sistas and Sales. Follow her online, you'll have all the links and listen to her story. So thank you so much Chantel. Thank you and be good. Enjoy your conference this afternoon and I'll share more about this episode later.
- [35:55]
A
Thank you so much for your time and congratulations on all your success as well. This is a phenomenal journey you've been on and I am looking forward to rooting for you.
- [36:05]
B
Thank you.