Sales & Cigars | Learn to Love Selling with Mark Cox | Episode 222

Welcome to Sales & Cigars, the sales podcast, where the only smoke we blow is from cigars. In
this episode, host Walter Crosby is joined by Mark Cox, founder of In the Funnel Sales
Coaching, to discuss his journey from leading sales organizations in large tech and outsourcing
companies to becoming a consultant and entrepreneur. Mark shares how, after stepping away
from a high-travel role, he stumbled into consulting through personal connections and quickly
realized he preferred working with midsize businesses over large corporations. This epiphany
led to the launch of In the Funnel, where he has since helped over a hundred companies build
sales playbooks and trained thousands of sales professionals. Mark emphasizes the
entrepreneurial energy and focus on growth that characterizes midsize companies, as well as
his own desire for autonomy and a more meaningful, hands-on impact.

Mark also discusses the inspiration behind his book, Learn to Love Selling: The Universal B2B
Sales Playbook, which offers a practical framework for converting business capabilities into
revenue. He explains how the book is structured to serve both frontline salespeople and sales
leaders, with clear steps including defining a value proposition, prioritizing market segments,
generating demand, and executing an effective sales process. Although the content had been
part of his training for years, the book took nearly three years to complete due to the demands
of consulting work and the challenges of writing. He also underscores the importance of CEOs
staying involved in sales strategy, warning against the common mistake of delegating it entirely
without understanding its foundational role in scaling a business.

Walter and Mark emphasize the critical importance of CEOs maintaining a strong connection to
the sales process—not necessarily by making cold calls themselves, but by regularly engaging
with their sales team and understanding what's resonating with customers. Mark explains that
being close to sales helps CEOs make better hiring decisions, especially when choosing a sales
leader, and also provides a clearer picture of customer needs and market trends. Traveling with
sales reps or participating in client meetings allows CEOs to gain firsthand insight into what's
happening on the front lines, which in turn strengthens the company's ability to craft a
compelling and competitive value proposition. He stresses that expecting a new salesperson to
define this value proposition is unrealistic—it must come from leadership.

Mark and Walter highlights how many founders and CEOs are "unconsciously competent" in
sales, having acquired clients and resolved issues themselves in the early stages of their
business. Because of this, they possess invaluable insight that can elevate the sales team if
shared effectively. When CEOs engage with clients, they often initiate high-level strategic
conversations rather than sales pitches. This approach demonstrates genuine interest and sets
an example for the sales team. Such intentional customer engagement, formalized as part of
executive priorities, helps ensure the business remains aligned with its clients' evolving needs.

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