“Why I’m So Interested In Selling,” Martin Mackay

Preface: I’ve been introduced to Martin Mackay through my friend Bob Apollo. As you will see, Martin has a fascinating and rich career an selling. Martin articulates something that I think so many of us find so exciting about selling: “The main reason is that it challenges you to reinvent yourself and stay current with your knowledge because it is the most dynamic industry of all. So it remains stimulating and exciting after many years. Within that, Sales is the most dynamic and challenging role and the combination is really without precedent.” Thanks for sharing your story Martin!

How I got into selling — Martin Mackay

Actually, I graduated from Oxford University with a degree in Modern Languages and considered that the last thing I wanted to do was go into Sales! The chosen careers were investment banking, accountancy or consultancy and I joined Andersen Consulting in 1989. Of course, what I did not realise was that every role requires sales skills – whether direct or indirect in terms of influence – and ultimately, we are all judged by financial results.

It was my move to the software industry with Dun & Bradstreet Software in 1991 which first introduced me to carrying a quota – at that time for Services into new and installed base accounts. I found that I enjoyed both the intellectual challenge of persuading a customer to spend money with us and actually the pressure of delivering the number was offset by the thrill of winning the deal!

I joined PeopleSoft in 1996 as the head of Product Marketing and Strategy for Europe. Having been the VP International Marketing for a couple of years, my boss at the time told me “It is time you had a real job” and gave me my first sales management role. That turned out to be a success (I was responsible for the second tier markets at the time which in aggregate was a fairly large region) and I have not looked back.

Building my career

I would not say my career has been the traditional evolution from “bag carrier” to sales manager to executive but at the same time, I often think that gives me a broader perspective on the business.

I have been lucky enough to be CEO of four venture capital / private equity backed companies in my career; I have sat on the other side of the table as a VC for a couple of years; I have led large field organisations for major US multinationals in EMEA and AsiaPac and now I am Chief Revenue Officer for a successful US company in the security and networking (SASE) space.

I think there are a couple of things which really matter – it is not for me to say how well I do these things but they certainly are a focus:

• Leadership: whatever your role, leading people; getting them excited, aligned, performing and always developing is a critical skill irrespective of function. In Sales, of course, you have to get people both to buy into the long term vision of the company and deliver quarterly results. That balance of leadership and management is constantly challenging and demanding and is probably ultimately what continues to stimulate me.
• I often refer to the “Blondie” strategy: you may remember their seminal album, ‘Parallel Lines’. This is how you have to behave as a leader.  You need to think of long term strategy and short term execution in parallel.
• As I mention, whatever your role (CEO; General Manager; CRO etc.) the primary question you have to answer is whether you have delivered the number! Of course, your performance depends on many factors but (as I said to an outstanding sales leader whom I am currently mentoring as he develops his career) what you have to do is to focus on those elements which will have the most impact on quarterly bookings performance!

Why I remain in Sales

Ultimately because when you lead the Sales team, you are at the forefront of everything that is exciting and dynamic in any business (and of course a lot that is frustrating as well!). There are few things that really keep me engaged, excited and focused.

• First, there is nothing more exciting than making the number! Delivering on quarterly and annual commitments is just a brilliant feeling when you have led the team to success. It can be pretty miserable equally when that is not the case but I love the test of leadership and personal resilience that Sales demands.
• Secondly, it is a brilliant challenge to persuade a customer to choose your solution over the competition. I guess it is not so much that I hate losing but I love winning! The best feeling in the world. I remember my first $1m deal – at PeopleSoft in probably the year 2001. I went with my team to close it in Northern Sweden in December (this is a part of the world where the locals define the Summer as the period of the year when the skiing conditions are not quite so good) where we signed the contract (it meant I made my annual number) and I was able to call my boss (it meant he made his annual number) and the desire to replicate that feeling is constant!
• Third, let’s be honest: if you are successful in software sales, it can be a lucrative occupation!
• Finally, in Sales you are right at the forefront of the business (as I said before) and if you do not enjoy that and the pressure which goes with it, you are probably in the wrong job!

What do I think of Sales as a career?

I remember that a group of young BDRs at Proofpoint wanted my advice: they felt that their career path in Sales was not necessarily what they wanted as they believed the really clever people (and they were very talented and very clever!) went into Marketing! Now, having played most roles in software companies over the years and with a reasonably successful academic trackrecord, I was able to put them right! Running complex sales across global enterprise customers requires a level of intellectual agility and crucially, emotional intelligence, which will test most people!

Sales is not for everyone, not least because of the pressures which come with the need to perform but if you are successful, the rewards are certainly significant and the job very fulfilling.

By the way, one comment: a career in Sales does not necessarily mean the need to progress into Sales Management. The two are very different. When you are an individual contributor, you are effectively paid to be selfish; when you become a manager, you have to be selfless. This change is fundamentally why the transition can be so difficult and is not for everyone.

Any other observations

I have been asked quite often why I stay in the technology industry. The main reason is that it challenges you to reinvent yourself and stay current with your knowledge because it is the most dynamic industry of all. So it remains stimulating and exciting after many years. Within that, Sales is the most dynamic and challenging role and the combination is really without precedent.