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Josh Troy on Building a Scalable, Sellable Sales Organization
Introduction
Doug Thorpe: Everybody. If your company has a sales organization, inevitably you might get to a place where that organization feels sort of capped out or stalled out. And today we’re going to talk about ways you can elevate and move beyond whatever plateau you might see existing.
My guest is someone who has an agency that helps businesses do just that. His name is Josh Troy. Josh, welcome to the show.
Josh Troy: Doug, thank you so much. I’m excited for the conversation.
Meet the Guest: What Josh Troy’s Agency Does
Doug Thorpe: Yeah, in the green room, you gave me an excellent summary line of what you guys do and hit us with that again so that the audience has a good place to start.
Josh Troy: Absolutely. And when I do this, I always, like I say, the fancy version. And then I kind of unpack it. Right. So there’s two sides of the business. We’re a rev ops intelligence and sales augmentation firm. And so it’s just a fancy way of saying, you know, we have the system side of the business and the people side of the business.
So on the rev ops, it’s the systems, it’s the frameworks, it’s the processes and the methodologies, right, to help sales organizations grow in scale and on the sales augmentation side of the business, that’s talent. So it’s recruiting, training and managing.
So ultimately at its core Curvion Blue we’re a growth agency. We help companies with sales organizations scale revenue faster through, you know, systems, frameworks, people. And now in more recent times a and AI enablement.
Doug Thorpe: That’s great. Well, as I was reading the website for the company, I was intrigued. I told you in the green room that I’ve got some familiarity with this kind of a model and the great benefits it brings to a private, independent business and let let’s kind of break down. Let let’s start with just the simple thing. If a company owner calls you and says, hey, I think I need some help. Where do you typically start with them?
Where the Diagnosis Begins: The Curveon Blueprint
Josh Troy: Yeah, that’s a really good question. And it actually depends on how certain they are around the problems they have and the potential solutions for them.
And sometimes they’re very confident they know what those problems are. But I might get under the hood and realize it’s something different than they thought. And so a lot of the times we talk, we start with what we call the curvy on blueprint.
So our company’s Curvion Blue blueprint sort of a play on words, but the Curvion Blueprint is like a 360 audit where it’s an assessment, an audit, and a series of strategic deliverables to really figure out, like where are the how do they score in the seven key areas of sales operations. The main pillars that we know need to be done correctly to scale well. So we assess and we audit that.
And then that audit ends up bringing along the first series of deliverables, which corrects a lot of those areas. And so once we’re able to do that, that sort of sets the map or the groundwork for you know, what type of engagement they need. And so whether that be outbound sales and they need us to help build a whole SDR team, whether it’s helping with fractional management and training for their existing team, if if it’s a lot of process refinement and they just don’t have a, you know, a stabilized sales process that has the right assets.
So it could go into a number of things. So a lot of the times the most advantageous thing to do is to start with this Curvion Blueprint. Unless somebody comes to us and they’re very, very clear on the problem and what they want.
And so sometimes they’ll come to us and just say, hey, Josh, you know, we want to outsource sales to you guys or, hey, Josh, we need you to reconfigure our entire CRM configuration and tech stack. So it sort of depends on the level of clarity they have on what the organization needs.
The Problem Isn’t Always the Problem
Doug Thorpe: I love the idea that the problem is not the problem. That has certainly been my experience. So often, an owner will come in and bring some definition of where they think they are and why they think they’re stuck, and even a kind of a vision of where they want to go.
And when you start breaking that down and analyzing it and understanding it and asking some more questions. Inevitably the problem, as they stated it is not really what’s going on.
Josh Troy: Very, very common. Yeah, very I mean, even to the level of a lot of these business owners don’t even know who their best sales rep is, you know, because at at a fundamental level, there is a foundation of things that you need to do sales ops at a really high level.
And so in the absence of that, it’s really hard to pinpoint exactly what’s happening. You know, sales performance is down. Well, is it the leads? Is it the systems? Is the process wrong? Do you have incorrect pitch positioning? You know, that’s something that’s very underdeveloped these days. So little attention is given to how you actually pitch your your offer, your service, your product.
You know, we call that pitch design. Sometimes, you know, you could have a really good rep and you could have the right avatar, the right person on the phone. But if you’re positioning your your product or service incorrectly, conversions won’t match. You know what? What it is. And so the thing is, they really struggle to identify that because these things are all happening at once.
And so that’s why, you know, an audit is not for someone who doesn’t have a established or stabilized sales team. We do that for our larger businesses that come to us as well because it helps them get that clarity and then we can fix, you know, all the different things that are broken.
I’ll also add to that, Doug, it’s really, really important and useful for founder led businesses. You know, that’s a that’s also there’s kind of two sides of businesses that we help do this. One would be founder lead. So they don’t even have a professionalized sales team. And everything’s dependent on them. If they don’t show up the revenue doesn’t show up. So we take them through the process of putting all this stuff in place to be able to build a professional sales function.
And then the, the, the second is just the inverse of that. They have a professionalized sales team, but there’s just a lot of areas of opportunity and inefficiency.
Startup, Grow Up, Scale Up: Where Founders Get Stuck
Doug Thorpe: Yeah. Well, what I’ve seen in the arc of entrepreneurial venture, you you have or at least this is my framework for it.
You have the startup phase where that’s the founder idea. You know, they got the the giant light bulb idea. They start assembling a team around them, often made up of friends and family that are willing to pitch in and help make something happen, albeit not technically qualified to do everything that needs to be done, but they’re there anyway.
And then if that phase is is relatively successful, you get into what I look at as a grow up phase. You kind of start needing to think about maturing systems and process and procedures and build some consistency of execution, that repeatable, reliable stuff to take you to the next level, which then at that point is scale up when you say, all right, I’ve got I’ve got the frameworks I need. Now, let’s really pour the gas on it and go.
And at any one of those junctures, the founder led business can, can stall out because the founder gets too. Can’t get out of their own way. I guess it’s the best way to say it.
And I don’t mean that disrespectfully. I mean it as a practical reality. I was guilty of it in my early day. I’ll admit that it’s a hard lesson I learned. Yeah, but you you’ve got to have that willingness as that founder to make that personal mindset shift of what you really want to build. And either somewhere between the grow up or the scale up phase, I would imagine, is your primary sweet spot.
Josh Troy: Yeah, a lot of the times, I’ll tell you, it’s interesting that you bring that up, right? Because and it’s the same for me. It’s it’s not in a bad way at all. It’s just where they’re at as a stage of a company.
And so, you know, we work with some really large companies because you’d be surprised. I mean, top line doesn’t equal bottom line. Right? So they might have really good numbers, but they know there’s a lot of inefficiency and they just don’t have the internal capability to really specialize in highly nuanced projects. So that happens a lot.
But I do really enjoy working with the founder led businesses as well. And in some of these founder led businesses, I mean, we’re working with one that’s doing 7 million a year because they have a lot of leverage in their sales cycle. They have or in their sales process. They have a really large a CVS or average deal values, recurring revenue, all these things. So their founder led.
But you know, this isn’t, you know, a business doing a couple hundred grand in revenue, right. So they can be doing good revenue, but they haven’t been able to nail the sales function. And typically there’s a series of things they tried that didn’t work.
Why the Wrong Hire Backfires: Building Revenue Architecture
I want to explain what you just said, which is why I think our service is helping someone. Go from founder led to a professionalized sales function. What I’ve realized working with companies like this, why it works so well is because if you take a responsibility set for a level of position in sales, right? So maybe to put it really simple, you have sales reps, you have a sales manager, maybe a director level VP of sales, CSO? Well, those higher level roles make no sense to have at a smaller business.
It doesn’t make sense until way, way later. And so the issue with that though is you’re in this sort of catch 22 gap scenario because a lot of them don’t even want to hire a full time sales manager yet, but let’s just pretend they do. So you hire a sales rep, you hire a sales manager.
Will. A sales manager is meant to manage, manage existing processes, manage the playbook that’s in place, right? Sales managers at that level are typically they’re fully focused on rep development training and then managing the existing playbook. Well, what if you don’t have the existing playbook? What what if you don’t have the right systems at this stage? What if you don’t have the revenue architecture.
And so there’s so many things missing. But they have failed hires because they hire that level of person thinking they’re capable of all of these really higher level capabilities. Well, what’s the alternative, Doug? Oh, let’s just go hire a CRO or a CSO or even just a VP of sales. That’s an extremely expensive position relative to the rest of the position in the org chart at that company stage.
And the issue is, once they’re done with the revenue architecture and establishing all of these things, you don’t have enough work to keep them busy, because what do you need a VP or a higher level for when there’s maybe 1 or 2 sales reps in place? You barely even need a full time manager at that point.
So this is the breakdown. The people that you can hire don’t have the capability and skill sets to build the initial revenue architecture, which you need to really, you know, scale that sales function and get the results you want. And if you do hire those people, you’re just overpaying and you don’t need them long term.
So we come in and we we get them everything that we need. We build the right roll profile. Help them build out the training center. The actual playbooks. They use the comp plan, the talk tracks. It’s everything we call revenue architecture. And I think that so many companies struggle to have the success they want in sales because they completely skip revenue architecture, and they go to hire a sales rep and plug them into a broken process.
Behind the Scenes: Doug’s Own Sales-Hire Story
Doug Thorpe: Yeah. Again, guilty is charged. I, one of the companies I set up, I went for quite some time without a dedicated sales resource. I was the guy. You know, I was doing the pitches and making the presentations and and it allowed us to get through the startup phase and on into the grow up phase.
And I finally bit the bullet and decided to hire my first full time sales rep. and it it just it didn’t work for a lot of reasons. Let me just leave it at that. Right. Yeah. It was it was an expensive investment that got me fundamentally nowhere, incrementally a full year down the road from where we started.
And I was still in the mode of going along when he would make calls. And, you know, we slowly he observed me first and we did a lot of kind of meeting room. Chalk talks about the process and the yeah explanation of the service and everything. And then over time he took over the pitches and then I would simply fill in some blanks along the way.
But fundamentally, our close rate never changed. And I never saw the incremental bounce I was hoping for by having a full time guy doing that.
Josh Troy: And exactly again, very common. And I know I’m not speaking to all the listeners when I say this, but a lot of them, they end up getting to a place of extreme frustration because they’ve tried so many different things.
And I had a conversation with the founder the other day, and he just basically he’s like, well, I guess I just give up on that. I will be the sales rep for the remainder of the company. He kind of got into explaining what that actually meant to him, what the impact was, and it meant growing at a substantially lower growth rate because he was wearing so many hats, and he he spent most of his time on sales, he had to push off all his. This guy had a software element. It wasn’t actually a software business, but there was a software element to his business. He had to push off all his product development roadmap because he couldn’t focus on all of that at once.
And ultimately, this individual, it’s not for everybody, but this individual wanted to sell his business, and he came to the conclusion that he wouldn’t be able to sell as soon as he wanted to, and he’d probably get way less money. And obviously once you get into, you know, enterprise value and valuations with multiples and all of these things as a function of EBITDA. I mean, these decisions are millions of dollars to almost all businesses that would, you know, be in a position to sell.
And so when you play the tape through, I’m like, man, that’s what a bummer because he just doesn’t have the resources or the know how to do exactly what we do. Now. Again, the other end of it is we have companies with great momentum and they see us as firepower. They see us as velocity because we can hire faster. We could we could have shorter ramp cycles and all of these things. And they just want additional resource. They want to be additionally resourced. But but yeah, like you said, Doug.
Like that’s a big part of the the company we help in the in the weight that comes off their shoulders or, you know, comes off their chest. The their relief when we finally show them like, hey, you can have revenue that comes in that doesn’t depend on you. And that can continue to scale up.
So so that’s kind of it. Which is which is really cool. We start with that revenue architecture and then it kind of segues into what they need. They might want fractional management after that. So they can be out of the sales process. And we’re coaching up and doing all those things. They might want additional recruiting. So that’s where it’s really cool. It opens up how we support them based on what they need from there.
The Vacation Test: Is Your Business Actually Sell-able?
Doug Thorpe: Yeah. Well, and the one point you made the owner founder that hasn’t been able to get themselves out of the mainstream of the business has not created a sellable business. And. Right. If if, if you can’t walk away, I call it the vacation test.
If you can’t leave for two weeks.
Josh Troy: Absolutely.
Doug Thorpe: And have the company experience no interruption. You don’t have a sellable business, at least not at the multiple you might want to get. You’re it’s more like you’re selling your intellectual property and some and it’s you say to the buyer. Good luck. Hope it goes well. You know.
Josh Troy: That’s right. I mean, we say the same. We typically say 30 days. If you can’t disappear for 30 days, then you don’t have a syllable business.
Now what? I’ll tell you and what I’ve learned, because we’re pretty deep into private equity and got a lot of clients and businesses and friends and partners that have that have sold, you know, for substantial amounts of money. And what I’ve learned is, like, you could almost sell anything, almost any business is sellable. But do you get anything remotely close to what you actually want?
That’s pretty hard to do when you don’t have all the main functions predictable, and sales is the main one. And so it also comes down to what what is the life you want after the transaction.
Post closing. Because I’ll tell you this, a lot of those companies without a dedicated sales function outside of them, they can sell. But hey, guess what? You’re the sales rep when that deal closes and you’re going to have to stay on for a good period of time and you’re still going to get a lot less money, because that’s the only way they’d be able to buy it. Otherwise. Revenue drops as soon as you’re out.
Absolutely. So now so now they end up getting a deal structure they don’t want or enjoy either. And they become an employee of this, you know, new acquiring firm.
Bringing AI Into Sales Operations
Doug Thorpe: Well, Josh, let’s shift gears a minute. You. We teased an idea at the start. And don’t let you get away without talking about it. Let’s talk about our new friend AI and and tell us a little bit about how you’re leveraging that for, for some of your solutions.
Josh Troy: Yeah, AI is obviously a big topic in every conversation and industry right now. I’ll say some things that maybe not enough people are saying, which is probably 80 or 90% of it’s a complete waste right now, at least in my space.
And as it relates to sales, now we have some really good ways we’re using it, which I’m obviously going to share. But I will also say AI is interesting because it allows you to go up, you know, 100mph faster, but if you’re going in the wrong direction, you just get a lot further away than where you wanted to go that much quicker.
And so I see I’ve seen that AI can be a big distraction. We have quite a few full time AI engineers and in full transparency. Doug, as we’ve validated, you know, the things that we do and try to find the main, most valuable leverage use cases, there’s been a lot of wasted time in there. Now, I think that’s valuable to clients because we waste that time for them, so they don’t have to come to a lot of those same conclusions.
But where we are really seeing the biggest lift with AI right now, it’s it’s really a capacity multiplier and giving us leverage in mostly efficiencies from management capability perspective. And so as an example, call analysis and created kind of like automated training feedback loops is a really, really good use case.
Why Most Off-the-Shelf AI Call Intelligence Tools Fail
And I want to expand on that because I think that call intelligence as a category is not new. You know, people could listen to this and say, well, Josh, we’ve had gong for five years or however long it’s been, which is, you know, a tool for those that don’t know, it’s just a tool that listens to calls it, transcribes it, it gives you some AI enabled insights. It could score calls.
And there’s there are dime a dozen today. I think that’s actually really hurt Gong because there’s so many. There’s of Oma and wingman and copilot and attention. There’s so many of these call intelligence tools is what they’re called.
However, Doug, the issue is I know so many people that have used these tools that churn out of them because they say, well, we never really got it to do what it’s actually designed to do. We can’t trust the scores. We can’t. It’s not actually applicable. And the reason why is because these tools are very similar to a CRM.
Yes, it’s a very powerful tool, but the custom configuration is where the value is at and not so. not only do they not know how to configure it custom to their business, but b there’s so many limitations on what you can configure custom on these sort of out-of-the-box AI tools we call them.
And so what you actually have to do for AI call analysis and, you know, call intelligence to work is you have to have all custom scoring specific to your process that’s been trained and optimized a lot of times. Well, let me pause for one second to break down what that means. That means you have to have a process fully documented first. That means your team has to be trained on that process first.
Right. That means you have to have somebody that knows the process to give feedback to the AI to help it get better and better at the scoring models. So most companies don’t have those things. So one of the biggest things that we’re doing with call intelligence is we build context engineering, which is like their own database specific to their company, to their process, to their objections to their competitors, to their sales archetypes.
And then we can, you know, we we build the context engineering, we build the database, we build the process documentation, and then we help build the actual scoring models that are relevant to their business. Now, when you have that, when gong and all these tools can actually do what they were initially designed to do, it’s very powerful.
They just don’t happen that way out of the box because they’re trained on their generic llms that just take random stuff off the internet rather than being trained on your specific stuff. So that’s one of the biggest use case I’ll pause for, for you to respond to that. So it’s not too long winded, but I’m having a lot of fun with that one.
Doug Thorpe: Well, I can definitely see the value in it. And I’ll I’ll take it one step further. I knew a founder who believed he could bring AI into his operation specifically for the sales. He did have the precursor that that you’re describing. He had a playbook that he wanted everybody to follow. He he had the fundamental systems he wanted to use.
But his idea was when I take the call, intelligence part of it, I can eliminate my sales manager. I won’t need a manager to run this because AI will tell the people what they need to do, and we’ll be okay that way, right?
AI as a Capacity Multiplier, Not a Replacement
Josh Troy: Yeah, I disagree with that entirely. Now, will we want that one day? Get there. Listen, AI is so powerful, you could convince me that it will do anything eventually. You know, it’s it’s strong and it’s scary how fast it grows.
So I’m not. I’m not big on predicting the future. That’s just not my strength. I, I execute, and I, and I like to focus on the controllable. Right. Like I can’t control what happens in the future. I’ll tell you this. I’m not afraid of it because I would benefit from that more than almost anyone. I have a lot of sales management, but that’s not my goal. I use it as a way to. That’s what I that’s what I mean when I say a capacity multiplier.
It makes them way more efficient because they don’t have to dig through dozens and dozens of calls to get the same insights. They don’t have to spend the amount of time watching calls to land at the same conclusion. It can take all qualitative data that lives on sales calls and turn it into quantitative data points.
And you can measure with statistical significance instead of watching, you know, 20 calls and saying, well, from this sample size, it seems like this is a pretty big objection. Instead, I could have AI analyze all 200 calls in this subset of data, and I could say out of 200 calls, 71 of them mentioned this objection.
And so it gives great power and capability. But I have found that we still need to take that, and we have to orchestrate that. And we have to build custom rep development motions, and we have to work on them. And I just have not seen AI be able to do any of that at the level we’d want. But it is tremendous for efficiency in giving us those insights.
The Human Trust Factor in High-Ticket Sales
Doug Thorpe: Well, and I’m thinking of the classic, you know, human in the loop sort of thing in the old adage, we do business with people we know, like, and trust. Key word in the middle of that is people. People we know, like and trust. Right. And and we I think we are a long way away from the notion that somebody is going to make a big ticket order talking to a bot.
Josh Troy: I agree. And listen, I’m not you know, I’m not the authoritative figure on the future of AI, but I’ll tell you, I, I’m connected to quite a few of them, and I have a friend that owns a very successful AI implementation business.
And when I talk to these people, they and actually there’s even, you know, I think it was Claude published a study on this. They say that really high relationship, high transaction sales are one of the last things to go just because of that trust element. And, and and then there’s things like, you know, AI doesn’t have the EQ and they can’t, you know, connect the dots emotionally.
I think that will change eventually. Now, I’ll tell you this, Doug, I ordered a pizza talking to AI the other day. I ordered a pizza. So so I think that really like low ticket things that are not high risk, that don’t require a, you know, a really big decision. I think that that stuff will go pretty quickly. But when you’re talking about real business decisions. And, you know, the higher the price point, the more this applies. I think we’re a long way away from it.
Doug Thorpe: Well, and to stick with your example, I mean, it is a relatively low ticket transaction and there’s a high probability it got your order right, which doesn’t always happen when you’re talking to that, that high school kid on the other end of the pizza.
Josh Troy: Exactly. It’s almost like, what are you comparing it to that you’re replacing? Right.
Doug Thorpe: Yeah. And and no disrespect to high school kids trying to get a job, but, you know, everybody knows what I’m talking about.
Turning Qualitative Calls Into Quantitative Data
Let me let me ask you this on the AI front, How do I word it? Where where I was going. You know, you mentioned being able to pull out that, quantitative data and turn it into qualitative and or do you say it the other way around?
Josh Troy: The other way around. So, you know, all the qualitative data that lives on the on the cause, we turn it into quantitative, we turn it into actual data points and numbers.
Doug Thorpe: Okay. Got it. Yeah. You know, that ability to really know what you’re doing? I used AI to write my latest book. It’s over. The one called steady There. I challenge a lot of my clients because we are coaching on leadership development in their own personal leadership effectiveness, and I challenge them to build their own framework of the leader they think they want to be.
And we spend a lot of time talking about those things. Well, I keep some pretty copious notes on my sessions, and I teed up AI to go over my notes for the last eight years and over a thousand interviews where we’re doing this work, and we pulled out and isolated the top 12 attributes that were common themes people wanted to talk about in defining the leadership they wanted to represent and the leader they wanted to grow into.
So I thought it was really amazing to be able to pull that out and see that and get it together in a nice, concise way.
Josh Troy: It’s the anything that’s like mass data ingestion. AI is obviously so good at. And so, you know, when we talk about call analysis, the reason to me it’s the number one use case for AI in sales right now is because so many things branch off from there.
So it’s like it gives you. So first of all call analysis. One of the main things sales management spends their time on. You have to listen to calls, convert sales conversations and figure out, you know, what’s happening, what needs to be improved, what needs to change is marketing, right. So from there, there are so many other things that it impacts.
So I mean create the feedback loop with marketing. Adjust your messaging and marketing based on what you’re actually hearing prospects say on the call. Create training center resources and game tape to continue to develop your people. Create sales assets based on objections that you’re hearing consistently on the phone.
Optimize the talk track in the script. Change the pitch. improve your product so that, like I used to say, Doug, I’ll take you back for a quick second. I’ve said this for years. I don’t know if you know where Havasu is. Lake Havasu I live in California. For anybody listening that doesn’t know where that it’s at. And so I’m in Orange County, California.
And so Havasu is a lake about five hours away. And, you know, we would go there pretty often for vacation for years. I would listen to sales calls the whole way there and the whole way back, because I’ve always said that everything you want to know is on the sales calls, but it would take an extreme amount of time to really get those insights. So everything still lives on the sales calls. How do you get the insights really, really fast? And then what do you do with them to improve the organization? And so I think that that’s there are so many possibilities. Once you have that data in a database configured correctly for your business.
Practical Advice: Questions to Ask Yourself
Doug Thorpe: I love it. In preaching to the choir here, I wish I’d known you a while back. I had a couple of use cases. We could have done some great things together, but. Well, saying that Josh, we were actually about up on time for this episode to tell people the best way to get in touch with you.
Josh Troy: Well, I’m hoping we could put a link maybe in the show notes. Doug, I’ll. I’ll get with you on that, and we’ll have a link to our website. It’s just CurvionBlue.com. Maybe another link to to to connect a little bit easier. I’m on LinkedIn. That’s just Josh Troy and I’m on Instagram, which is Troy Joshua. Josh Troy will pop it up too though.
But yeah, I’m really responsive on those platforms if it’s easier for people to connect there. Or you could just go to the website and. Yeah, I think for, for here’s what I would kind of say. In closing, if you have a sales organization and maybe you don’t know for sure how we could help, but you’re at least curious with some of the topics that we’ve discussed here.
Reach out to us and we’ll see if there’s an engagement that makes sense. But the other thing that I would say is, if you are a company that is struggling, scaling the sales team and maybe you’re going from founder led to a professionalized sales function or, you know, you’re you’ve made a little progress there. You have a couple reps, but it’s not where you want it to be.
The types of questions I would ask yourself is, how did you design the comp plan? Right. How did you build your go to market motion where you actually figure out who is our our ICP? Who are those buyer personas, what does our messaging look like and how are we doing outreach to them? Right. Look at what is the actual playbook of how a rep spends their time. What do they do every single day? Beginning of the day, middle day, end of the day is your CRM and your sales process?
Is that all defined? You know properly, with the right stages and everything in the CRM? Have you had somebody go through a formalized process strategically and artfully, draft your pitch and test multiple different ways of presenting your product or service to play with conversions? Right? Have you professionally looked at what your sales process is? So it’s not just questions and pitch, but maybe there’s something that establishes what we call conviction assets that really compels people to move forward.
If any of these things, if you can, if you can say two things, if you could say, I can see how that would make a really big difference. And I have to be honest with myself that I haven’t spent the right amount of professional time towards it, then it’s probably worth a conversation with us.
Doug Thorpe: Spoken like a great salesman.
Josh Troy: That’s what we do. Doug.
Closing Thoughts
Doug Thorpe: And, as always, folks, we will have the links that Josh referred to in in the show notes. And do feel free to hop down and check those out. those show notes will be both in our episode post, as well as our channel over on YouTube.
The channel is there under the same name, leadership powered by common sense. So join the community over there. Check out the video version and some of the shorts and reels that we’ve got. Excerpts from our great episodes. So I think we’re wrapped up for now one last time. Josh. Thank you man. Really appreciate you sitting in.
Josh Troy: Thank you so much, Doug.
Josh Troy: I hope the listeners got some value out of that.
Doug Thorpe: I’m sure they did. And with that, folks, we’re going to sign off. Say goodbye. Go out there and make it a great day.
Meet Our Guest
Josh is a serial entrepreneur and RevOps strategist who has built and led a 150+ person organization generating nearly $100M annually. His approach to leadership centers on building structured, accountable systems that allow teams to perform consistently—without relying on constant oversight or individual “rockstar” contributors.
Josh also shares insights on leadership, scaling, and performance through his content.
Website-https://thewfsgroup.com/
Instagram – https://www.instagram.com/troy.joshua/
LinkedIn-https://www.linkedin.com/in/josh-troy-09567198/
YouTube- https://www.youtube.com/@joshuatroy
One Sheet- Josh Troy
Connect with Doug Thorpe
- LinkedIn: https://www.linkedin.com/in/dougthorpe/
- Doug Thorpe Website: https://dougthorpe.com/
- Podcasts: https://podcasts.dougthorpe.com
- Twitter: https://twitter.com/dougthorpe_com
- Facebook: https://facebook.com/headwayexec
- Instagram: https://instagram.com/dougthorpe_com
- YouTube: https://youtube.com/@dougthorpe
