The First Step To Becoming An Authentic Point-Of-View Expert

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Welcome to the next Learning Path of The Purposeful Performer—Design A World-Class Buying Experience!

You’ll notice I differentiate the lessons in this learning path by coloring the lesson numbers green. This will make it easier to navigate your journey as things progress.

In today's macroeconomic shift from the Knowledge Era to the Intelligence Age, the most successful revenue generators will be those who move beyond merely selling products to becoming true Point-of-View (POV) Experts.

By mastering this approach, you'll position yourself as a trusted advisor rather than a vendor, creating transformational buying experiences that executives can't resist.

Total points up for grabs: 20

In the age of AI, a distinct perspective matters

In a 1:1 strategy session late last year, a fellow member said something profound:

"We're in a race in sales to become point of view experts. If we don't, we are finished. Because churning out a proposal, grinding out quotes, making cold calls—AI can do that."

The future belongs to sellers who develop and share compelling perspectives that help busy executives improve their company and leave a legacy. In other words, now, more than ever, your livelihood and path to using sales to achieve complete autonomy rests on being able to help the right executives at the right companies on your account list buy a transformation rather than selling them new solutions.

This shift requires you to step away from status quo product-centric selling toward helping big businesses view the world and operate in a fundamentally different way.

The shift to the Intelligence Age brings profound changes to how we work and sell. As AI increasingly handles transactional tasks, human sellers must evolve to provide what machines cannot: authentic connections, experiential creativity, and perspective-driven insights.

This evolution isn't about working harder—it's about working differently. The traditional sales approach of finding pain points and pitching products is becoming obsolete.

Today's executive buyers seek trusted advisors who can help them understand emerging trends they can’t find on their own, navigate complex transformations, and leave lasting legacies.

When I joined LivePerson as a Strategic Account Director, I was part of a newly formed team tasked with pursuing net new logos.

The company handed me and my peers each a list of 50 accounts across multiple verticals, six different executive persona playbooks, a mandate to sell $250K "starter packages" to land new business, hand each new deal off to a Client Partner, and then move on to the next opportunity.

Had I blindly followed this mandate, I would’ve been hustling around the clock to close ten deals to barely meet my number, been constantly frustrated and burned out, and ultimately would’ve lost my job (as several who were hired with me did).

But I had other plans.

Before even getting my company laptop—I immersed myself in studying our most innovative customers, particularly T-Mobile's transformation (who at the time of me joining, had rolled out a revolutionary new way of serving customers using our technology).

What caught my attention was how T-Mobile had completely reimagined their contact center operations. Harvard Business Review had documented this journey, providing an invaluable outside perspective beyond our internal case studies. The article highlighted how T-Mobile transformed from worst to first in customer service while improving profitability, and most importantly, it identified Callie Field (the EVP of Customer Care) as the executive change-maker behind this transformation.

This research provided four critical insights that changed my sales approach to designing a world-class buying experience:

1. I had a focused, ideal persona (heads of Contact Centers)

2. I had a big idea (focus the company around modernizing the contact center where customers could get what they wanted whenever they wanted whichever way they wanted without waiting on hold)

3. I had the plan to do it (create a “Team of Experts” model, like TMO did)

4. I had credibility (TMO went from worst in customer service to first, all while achieving quarter-after-quarter record profitability that they used to reinvest in boosting their network infrastructure and reliability, cementing them as leaders in their category)

This was something I could “package” up and present repeatedly to the accounts on my list.

“Position the blueprint, not my product” was the concept.

Rather than spreading myself thin across multiple personas (Customer Service, Marketing, Sales, eComm, IT, HR) as our company playbooks suggested, I decided to get hyper-focused on just one. I would target Contact Center leaders exclusively, position the blueprint of a broader modernization transformation that was happening in the contact center space, and engage in bigger, more meaningful conversations with the right leaders.

When approaching executives, I didn't lead with our technology (and how great it was) or the history and credibility of our company. The hard fact is this—executives don’t care (at least in the initial stage). They want to understand that you are someone who can help them. But to stand out, it’s not about shouting how you’re better, it’s about demonstrating how you’re different.

Instead of the typical discovery-based process most sellers are trained on and blindly follow (and thus get perceived as exactly the same by buyers), I was more provocative. I confidently asked questions like “Why do you still have a 1-800 number?”

From my perspective, I was using our most innovative customer, T-Mobile, to act as a proxy for the type of customers I wanted to attract (and eventually pursue in a months-long process, instead of a years-long slog, to help them do the same).

It was hard work, yes, but I knew very well that if I was going to take on tons of travel (and time away from Lisi), enter hard battles to convince and change minds in these company boardrooms, and endure the frustrations of being asked for constant updates from our leaders—I might as well get crystal clear on speeding up my quest.

In my first month, while my peers were still learning product features, I had already secured meetings with Aramark, Facebook, IBM (to pursue Apple), and opened dialogue with Delta. By the end of my first year, I was the only seller on our team to surpass quota and was named MVP.

To enable my strategy, I needed to think bigger and, more importantly, get my prospects to think bigger while focusing my attention on the right type of accounts and personas to pursue. This perspective allowed me to talk more like the executives I wanted to attract, who typically make the best consultants at a major firm, like Accenture or Deloitte, but act fast and deliver the change and experience of a product company.

This I found, is the sweet spot executives look for and trust.

It also made it easier for me to design a better buying experience (versus blindly following a self-serving sales methodology). Instead of leading with a simple use case (aka the $250K “starter package”) or a drawn-out sales cycle where I spent months trying to discover pain, I knew clearly who I needed to talk to (Contact Center leaders) and what they needed/should aspire to do (create their own Team of Experts model).

My job was to gauge where prospects were very early on: Are you a big innovative thinker who wants to do something bold like Callie Field at T-Mobile and build a legacy? If so, game on. If not, so long.

This maniacal focus made my job infinitely easier, more enjoyable, and more lucrative.

Taking the time to build this foundation helped me create a $27.3M ARR book of business with 11 Fortune 100 brands in less than four years, closing 14 major opportunities and earning $3.8M in personal income. More importantly, it transformed my sales experience from transactional to a deeply meaningful engagement, allowing me to help executives create lasting change while accelerating my own path to financial freedom and 100% calendar ownership.

The key insight? When you become a Point-of-View Expert rather than just another product-pusher, you create transformational buying experiences that executives can't resist—and you accelerate your own journey toward the freedom you desire.

So where do you start?

Gold doesn’t just appear, you have to mine it

The best source of truth, insights, and specific language comes from your own customers.

This maniacal, deep study of our most innovative customer provided a blueprint I could repeat over and over again. And each experience felt unique to each of my prospects.

I’ve since turned this approach into a simple POV generator that proved to be more valuable than hours of cold outreach each week.

But there was one crucial step that gave me those insights (which we’ll unpack in today’s mission. And as a bonus, I provide the one book that is critical for every strategic seller to read that will fundamentally change your game … and it’s not even a sales book):

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