RepVue Sales Floor
Ask questions, give advice, and connect with other sales and GTM professionals
Hey cyber sales people - I'm at a larger vendor right now and looking at smaller vendors for a move into something a bit more challenging and (hopefully) more lucrative. I'm looking at Corporate/Mid-Market gigs right now and have been looking at Chainguard, Vanta, Drata, Tines, etc. Anyone have companies that fit that same profile that they'd recommend?
Prospect originally wanted a 14-day trial. No problem. But then they “just needed one more week” to test a few extra things. Fine. Then they needed “a little more time to get buy-in internally.” Annoying, but okay. Now we’re three extensions deep, and I’m pretty sure they’ve just been using our product for free while dragging this out as long as possible. What’s the move here? Do I keep playing along, or is it time for the “Put up or shut up” conversation?
Hey AE’s (mid-market, enterprise, strategic), what kind of inbound lead flow are you seeing from the BEST performers on you SDR/BDR teams? What tools are they using and what’s their approximate mix of email, calling, incoming lead follow-ups, event follow-ups, etc? Are they getting much response from email cadences? I ask because I’m seeing even the best, hardest working SDR/BDRs struggle because all these outreach automation tools result in receiving dozens of emails per day, so even the most carefully researched, custom outreach messaging is either blocked before it arrives or deleted. It’s tough out there and I think we’re seeing an evolution in which what was working even a few years ago is dead as disco. The best response we are seeing is from really good website content tied into a broader SEO and social media strategy. These are leads that are doing their own research on problems they are trying to solve…thus making them far better leads. Is this the only thing working now?
Anyone else feel like their CRM is unproductive, has no value, and is just a way for leadership to micromanage you? Ours is over engineered and too slow.
It's probably a little of both.
Hey everyone, I’ve been working in SaaS as an AE, doing discovery + demos for nonprofit orgs. I’m aiming to pivot into Sales Engineering because I love the consultative and technical side of selling. Would love any tips on making the jump. Is there a particular certification you'd start with? Community is everything - thanks!
Anyone else have a CRO that has zero clue how to actually sell into cold accounts? I am constantly getting my hand "slapped" bc I am reaching out to cold accounts (90+% of my territory). I get told "that's marketing's job". Great, would love to have my calendar filled with qualified leads to run discovery on....however, our marketing team has generated EXACTLY 17 inbound leads this year...SEVENTEEN. In a universe > 10k accounts. 0 of those 17 have been in my territory. Yes, I am going to take matters into my own hands at that point. Within same framework, I've been told I can't "cold pitch" in my emails. Totally respect that. "How are you balancing 'x' with 'y'? Open to a conversation?" Perhaps I'm wrong, but that's not a pitch - it's a question, followed by another question. IMO, a pitch = discussing a specific solution you offer and adding social proof or some other form of influence and why you're the best. Rant over...but curious if anyone else has similar issues?
for me, you could've stopped at "a CRO that has zero clue." your question isn't a pitch. if you can't say anything like that, all you could say is "hi, how are you?" and be rightfully ignored.
What kind of fallout is everyone seeing from the tariffs? Leadership says our prices will be going up 20% since we manufacture outside the US. (Med device industry) Y'all seeing something similar?
The idiots in marketing are forcing cold outreach templates on us. I know they won’t work and I don't know why they're involved. WHat should I do?
Can you A/B test? Send the marketing version to half and your version to half (random prospects, don't cherry-pick) and see what happens. If youre right, show it to your sales lead.
I am currently an AE for 2 years an seeking to move into a Sales Leadership position. Would someone recommend taking a BDR Leadership role to gain experience and improve chances of moving into a Sales Leadership position later on? Or is transitioning from BDR Leadership to Sales Leadership actually even harder?
Maybe it's just me, but seems like a very short amount of time to be an AE before hoping to move into leadership. If you're making plans for your career, that's awesome. Not enough people do that. See if a sales leader you like at your current org will mentor you. Otherwise, I'd say stay an AE and keep crushing your quota for a few more years.
Advice to transition from banking to sales? I’m 15 years into a banking career and have been more interested in direct sales roles as of late with more upside. I’m a relationship manager which means I cover existing accounts and prospect for new accounts ranging from mid market companies to enterprise level companies. I definitely have sales experience but I feel like it is difficult to translate to one of these more direct sales opportunities where the product/services is much different than what I have been selling (loans/deposit products and services). Any advice for transitioning would be much appreciated. Given some of the posts about comp, I feel like it’s worth my while to make the change. Current situation is base plus bonus for a total of ~250k.
Are you looking to do sales in banking / fin services? Or a totally different industry (like software or med device)?
Fellow SDRs — what does your typical day look like? Interested to know how much time you spend calling, emailing, and prospecting, and whether or not you're hitting quota.
Rough numbers: 1-2 hours / day prospecting 4 hours / day calling 2 hours/day emailing I was at 90% to goal (we're comped on meetings) but I was first on my team. Goals were adjusted down slightly this q so I think I'm on pace to beat target.
Felt like sharing some advice. If you're cold calling, the number one objection you're going to hear is "I'm busy." Here's how to deal with it. Instead of asking when's a good time to call back or saying you'll send an email, say this: "I know I caught you cold—can I level with you for a sec to see if it’s even worth a follow-up?" It'll work most of the time, just make sure you're ready to go with your elevator pitch.
I have a very similar talk track and would say 95% of the time the prospect agrees to hearing my "pitch". Traditional cold call training would say it's not good to give them an "out" but it's way more human/casual and always works for me.
Hello. I have an interview with a Channel Director coming up. I follow RepVue and Ryan's excellent posts on good questions for interviews, however I was looking to see if anyone could suggest questions more pointed towards a Channel Director. Note; They are not the hiring manager. Thanks legends!
Sorry - what's a Channel Director?
Hey All! Due to some market and personal constraints I am looking for a full-time opportunity outside of RocketPartner (the company I have been building for the past 5 years). I thought there might be a fit with my background and all the great sales jobs listed on RepVue. Is there anyway to make my Resume standout other than just blindly applying to jobs that look like a good fit. As you all know its a tough market out there currently. I have tried utilizing my network as much as possible and am still finding a tough time getting my foot in the door at most places. Thanks, -Emmett
Hey Emmett - Jordan from RepVue here... This is tough for sure - but we're actively working to help RepVue users get engagement from recruiters on jobs that they're a great fit for. Have you filled out your candidate profile here: https://www.repvue.com/user/candidate-profile Once you fill that out, we'll notify you of roles that you'd be a good fit for based on things like sales experience, buyer persona, etc.
Curious how others decided it was time to start applying. Was it a numbers thing, a gut feeling, or something else? Lately I’ve been feeling pretty disconnected from my team. Leadership’s not toxic or anything, but there’s zero direction, no coaching, and honestly it feels like they’re just winging it. Plus, our product is starting to fall behind the competition. I’ve lost a few deals recently because buyers straight-up told me we’re missing key features. I’m still hitting quota and our comp plan has always been decent, but it’s taking way more effort than it used to, and I’m not sure I want to grind this hard for a company that isn’t keeping up.
I think ultimately it’s a gut feeling but that gut feeling is based on an accumulation of data points. I’m just dipping my toe into the job market because my company has similar challenges. Our product was market leading a few years ago but we’ve been passed by our competition. Executive leadership is too busy drinking their own koolaid and don’t feel like any new strategy should be employed as they think we are still the best.
Curious what folks think—do post-call drip campaigns actually work, or are they just noise? Had a good convo with a prospect the other day, and now I’m debating whether to drop them into a cadence with stuff like case studies, testimonials, maybe some behind-the-scenes content. Part of me feels like it keeps me top of mind. The other part of me remembers how much I hate getting stuck in automated email hell after a call.
Depends on your prospect and how good the cadence is. It's not about what you like or don't like, it's about what the prospect wants. And if what you send them sucks, being top of mind isn't much use.
Day 3 at my new job. There’s no CRM hygiene, no call recordings, no real comp plan in writing. I asked where to find documentation on our ICP and my manager just shrugged. Am I doomed or is this just startup life?
You’re not doomed but ask yourself: do you wanna build the plane and fly it? That's what early stage startup life is like a lot of times.
Impact of SAP SolEx on Comp Plan There is talk that the company I work for is going to become a SAP SolEx partner. This will give SAP the ability to resell our solution on their paper. Once this change happens, our comp plans will also change and/or we’ll be sharing revenue with SAP which will reduce the total deal size. I’m curious if anyone has been through this change before at a previous company and feedback on how it impacted you.
Hard to say since it will depend on the negotiations your partner ecosystem team had with SAP. We had it where if our product was sold on their paper we got 50% in the past. It created weird tension with the clients and prospects as they could see both reps were fighting on getting the deal done on their respective papers. Now we have it so both reps get 100% either way which obviously increases the likelihood of collaboration but it’s brand new so we’ll see.
Last-minute objections are killing my deals. Any tips? Seems like someone I’ve never talked to is always swooping in at the last second with some misunderstanding or something irrelevant.
I hate to even say this but multi threading and executive alignment are key to being able to overcome that situation.
I currently have 10 years of experience as a Software Engineer (~5 of those at a FAANG Company) and I am interested in transitioning to a Pre Sales Engineering role. Does anyone have tips for making this career transition? Or company recommendations that typically hire sales engineers with software engineering backgrounds?
Talk to the pre-sales engineers at your current org if you can. Ask if you can sit in on calls and shadow them occasionally. Build a rapport, and they can help you make connections and/or recommend you.
What is best strategy if your last job was SMB/MidMarket and trying to get back into Enterprise sales?
Part 1: What is a reasonable expectation for when you would be paid a commission post-sale? (e.g. My company pays end of the month following the sale, so if I book the deal 4/17, the commission is in the 5/31 paycheck.) Part 2: How would you protect yourself from a company that delays commission payouts based on when a project goes live? In the above example, 50% would be paid on 5/31, and the other half, when the project goes live with the customer, which could be months or years later. Is there a way to mitigate my risk of being paid that second half, especially if I'm laid off before it goes live?
End of the following month isn't uncommon. Quarterly is brutal. As for protecting yourself, what does your contract/comp plan say? And do you have room to negotiate?
I’m three months into a new role. My actual OTE is 60% less than what was agreed in my offer. I’m looking to leave but having a hard time getting interviews. Any advice on explaining why I want to leave?
What a rug pull. Did they change the comp plan after you started or did they just lie to you?
How to ask to see actual comp plan in an interview? With more companies 'having discretion' like in your newsletter today or deaccelerators...how do we navigate this?
I think the biggest thing is asking if the level of detail they provide passes the smell test. Seems like you have some experience, so you'd know if you're seeing the official plan or just the parts they want you to see. If it seems like the latter, doesn't seem like an org I'd want to get involved with.
I just did my taxes, total $180K on my W2. Here’s the thing, my OTE is $230k, and I hit 212% of my quota. WTF!?? Only things that kinda makes sense is that some of my deals from Q4 were paid in Q1 of this year but the comish plan is so convoluted that I can’t even really figure it out. Should I hang in there and see what this year brings or just phone it in and look for potentially greener pastures. I’ve been overwhelmingly disappointed with sales org and comish plan despite a phenomenal product market fit.
Why not go to your sales leader and ask them to help you understand the discrepancy?
Hey Ryan- huge fan. Currently leading a team of sales professionals in the durable goods/CPG industry. I have no prior saas or tech sales experience but desperately looking to crack in, likely an AE role. Any advice on how to start or companies specifically to target?
Hey everyone -- Ryan Walsh, RepVue founder here... AMA.
Hi Ryan, Question for you - you've made several posts about how AEs are missing quota all across the board and quota attainment is low. You've also stated that its very likely their current team is also at low attainment. You've also stated you should never lie in your resume. However, if quota attainment is low across the industry (and the actual high-attainment people are staying put), how do you navigate this in the job market? For example, if my attainment was 55%, and my competition for a role have put 100-110% (lets say they actually attained 45%) - Why would anyone hire the one who "missed" quota.
Has anyone dealt with the clause below in their comp plan? “If a participant exceeds 100% of their assigned quota in a single transaction (or related transactions from a single engagement), their ability to earn commissions on amounts exceeding 100% of their assigned quota for that transaction will be subject to review and possible reduction at the sole discretion of the CEO and CFO.” Should I be concerned? I've had opportunities in my career to exceed my number significantly in a single transaction a few times, but I've never encountered (or perhaps just never noticed) such a clause.
I'd say yes - you should be concerned. There's probably a specific situation that the org is trying to avoid - but that's something that should be addressed in the math of the plan. Any blanket statement about arbitrary review / reduction is inherently questionable. Now, that said - it really depends on the overall comp plan. Not all plans are created equal, and it could be that leadership has created a low bar for quota in order to try to achieve a high % of the team hitting (well above the industry avg of ~40%)... in that case this might be justified. But it's still likely to lead to a dispute because it's so vague.
AE won’t let me hop on calls. How am I supposed to learn? I book meetings. I do research. But my AE never loops me in past the intro call. How am I supposed to learn how to sell if I never see the process?? AEs, why do some of you do this?
That’s frustrating, but if your company records calls on Gong for example you can watch the recordings in your own time (with the benefits of the analytics too) to support your own development.
Just closed the biggest deal of my life. Can’t tell anyone here, but if I don’t share I’ll lose my mind. Closed a client with enough volume to make my first 6 figure commission check! LFG!
Had a great second interview last week with a tech company you'd recognize. Recruiter emails me today that they've now got a hiring freeze for at least the next few weeks. That happening to anyone else?
yeah, def seems like some companies aren't sure what their plans are going to be for the next few months/quarters with everything going on.
Can someone explain why sales leaders love saying remote work hurts productivity… while never actually tracking productivity? My team has been fully remote for two years. We’ve hit quota, crushed our KPIs, and saved hours every week by not commuting. But now, all of a sudden, leadership is obsessed with “getting back in the office.” Why? “We want to foster collaboration.” “It’s just better for culture.” “We can be more productive.” None of these are real reasons. If they cared about collaboration, they’d listen to our feedback. If they cared about culture, they’d stop forcing people into an office they don’t want to be in. And if they cared about productivity, they’d actually measure it instead of just assuming “being seen” equals working. I know some people love in-office work, and that’s fine. But if I’m making my number and keeping my pipeline healthy, what does it matter where I’m sitting?
A lot of it depends on the experience level. There's a big difference between an AE with 5 to 8 years experience (just let them work wherever - they're still accountable to the number) vs. an early career SDR team (need lots of supervision). IMHO, no, it doesn't matter where you're sitting. Unfortunately many leadership teams are too influenced by their investors and/or board. There are certainly advantages to working alongside others, but for AEs hitting their number, like I said, I'd be good with them doing whatever/wherever/whenever!
Im an account manager at a tech company with aggressive NNARR targets...after a successfull 4 Quarters, im now struggling to hold meaningful engagement with my book of business and not sure how im going to reach my targets... Feeling quite lost, would be happy for advice
Just some basics that you probably already know: 1. Do a detailed account map of all of your accounts vs. the products offered by your org - so you're looking at a grid of where there are opportunities, mapping them out based on which products your accounts already own vs. which they don't. 2. Then go through the list of which ones aren't owned and prioritize based on product-market fit in terms of the short and mid term likelihood to buy. 3. Then create an account plan for those top 10, 20, whatever opportunities 4. Go back to prospecting and account planning basics to get as many of those intro and discovery calls as possible to start from the bottom building or re-building pipeline. Use existing champions and if you don't feel like you have any or many, that should be a priority as well. 5. Present all of this to your manager, and walk through this in terms of what the true / real opportunity is in your territory in the next 12 months and how you plan on attacking it. This exercise, if done well, will potentially provide a clear picture of whether your current account set can support your NNARR (net new annual recurring revenue) targets, and if there is an issue there, you should have that conversation as well. Good luck.
Thanks @RyanWalsh for the invite and for creating this community. I'm excited to learn, share and motivate. Let's go y'all.
Thanks! I'm going to be responding to as many, if not all questions and topics on this board for the foreseeable future. Appreciate your support!
What’s your favorite cold call opener? I like keeping it simple: Hey (name), got a sec? Works way better than asking if you’ve got the right person. What’s everybody else’s go to?
People fuss over the exact wording. Tone and confidence are everything in my opinion. I do like throwing in "I only have two minutes myself, this won't take long" to disarm them and establish my time's value.
How much of your time do you spend prospecting vs nurturing? 50/50? 75/25?
75/25 easy. If I’m not filling the top of the funnel, there's no nurture anyway. I hit the phones first thing every morning like clockwork.
LinkedIn Profile: company branding/copy vs. ME?? I'm confident there is no clear right or wrong, and likely good reasons for both, but would love to hear some takes on how to use the headline, summary section, experience section...I see some sellers use copy from their company basically just talking about the product. some sellers use the fields more "traditionally," discussing their experience/performance metrics. I'm about to step into my first SDR role and thinking about what my approach will be. I'd love to hear yours.
Without going into too much detail there are two primary use cases for you on LinkedIn (specific to the headline / summary section): 1. Driving prospects and interest in what you are selling 2. Using it as a personal branding platform for you as you think about your mid term / long term career objectives. Many folks use it as a balance of both of those things, but remember number 1 is only applicable if your prospects are active on LinkedIn. If they're not active, then putting a bunch of company branding/marketing material on there is a waste of time. If your prospects are active on LinkedIn then you could add some of that branding on there, fine, but if nobody sees it, does it really matter? What I mean by that is consider creating content on the platform (not pitch based, but giving value) to drive folks to your profile, where they then are made aware of your company and personal brand, it can help with prospecting, and it will also add value to you personally from a future career perspective. In case it wasn't clear, this is Ryan, the CEO of RepVue, and my headline touches on both use cases. Good luck with the new role!
Got offers at both hubspot as a MM AE and at Salesforce as a GRB AE in Financial Services. Trying to figure out best move for where effort will more directly translate to results. Anyone at HubSpot have a sense of how realistic quotas are post ramp? If you put reasonable effort in can you hit consistently? The ramp sounds awesome... but I’m concerned about the post-ramp attainment being impossible at HubSpot unless you get lucky on accounts. For Salesforce I know my territory is supposed to be a good patch, and I've heard FINS is strong.. so that is a little comforting, but if anyone has insights there too would appreciate it!!! I'd have to relocate and the cost of living/taxes would take a sizable chunk out of my take home. So also wondering how controllable your fate is. Any thoughts or insights on either would be appreciated!
I spent 8.5 years at Salesforce, so I’ll admit I’m a bit biased—but objectively, I believe Salesforce is the stronger opportunity. At HubSpot, you’re primarily selling a single product SKU. It’s a great product, but more of a point solution. As a core AE at Salesforce, you carry a broader product portfolio, which gives you more levers to pull and significantly more upside in both deal size and learning. The long-term career value is also worth considering. Salesforce is one of the most respected enterprise tech brands globally—both for internal growth and for external recruiting. It opens doors. Don’t get too caught up in MM vs. GRB. The real distinction is platform vs. product. At Salesforce, you’ll be in more complex, high-stakes sales cycles that resemble true enterprise selling. That experience compounds.
What to do when you don't hit quota? I'm about to be put on a PIP for my SMB role. Previously was MM at a niche data company. Current role is ERP with very technical product.
A few things in parallel. While you certainly can get off a pip successfully (we'll discuss that below) you should make sure to get your resume dusted off, ready, and start getting it out there. Just from a % standpoint less people come off a pip successfully vs. getting shown the door. Be ready. Now on to the performance, you really need to break down WHY you're behind the number. Particularly for an SMB role, you can break down every point in the funnel: Are you getting the right number of leads based on what you should be every week Are you making the right number of cold calls (+ email outreach) Are these at bats turning into discovery calls at the right % Are the discovery calls converting into opps at the right % Are the opportunities moving through the pipeline at the right cadence and are they closing at the right % Are your deal sizes appropriate, etc So there's a clear funnel that should be happening - which of these steps looks off to you and how can you react and adjust to improve. If ALL you do is break this down successfully and put together a plan to improve the couple areas that are behind, I bet the confidence your manager will have in you will go way up and they'll want to support you. It's easier said than done, but that's like all things in sales. Good luck!
What is BIGGEST commission check you made in ONE quarter (not counting base salary)? Format: Industry/Niche, Quarter, pretax $ amount I'll go first
tech/edtech, 2022 Q3, 34k close 2nd-- tech/fintech, 2024 Q4, 33k
Made the leap from SDR to AE, thought I was getting a raise. Turns out, my base is actually lower now because of “higher earning potential”. No one mentioned this before. Is this normal or did I just get played?
Played. Not normal at all.
I'm currently a Senior Account Executive. I was reached out to on LinkedIn about an Enterprise account executive role. I did an interview but the interviewer didn't like how I only had experience with SMB and that the deal sizes were much smaller. How do I get experience in an Enterprise role when they don't want to hire without it?
Does your company have an Enterprise Associate Director role (role names may vary) which support Enterprise AEs? That would be a good stepping stone to moving into an Ent AE role as what companies will be looking for is exposure to enterprise companies, enterprise sales motions and overcoming the types of challenges enterprises encounter. If your company doesn’t have such a role, look for those types of roles outside of your company. Ent can sometimes be hard to break into but once you do, it can be lucrative.
Are any sales courses or boot camps worth it? Want to move from SDR to AE. Will it help? I’d have to spend my own money…
There's so much free content out there though too. If you're an SDR now is your company not working to train you up to eventually become an AE? Try to learn the craft as much as possible from existing AEs too. I think boot camps may be better served for people who want to break into sales or tech sales but your foot is already in the door. Especially if you're considering footing the bill personally.
I need to go to management to discuss long-term vision, as well as compensation. Are there any good resources on how to negotiate a new sales contract? Along the lines of developing a team that is selling over several different brands and helping grow the "umbrella" company from almost scratch into a massive company. Ghost equity? Should there be equity here?
Are you on teh leadership team? (Or looking to move into a leadership role?) Seems like you're pitching a big vision if you're just an IC.
I made $850k last year on a 330% attainment. My targets went up nearly 500% and my comp plan remains the same but my target is linked to a team target which I can no longer control. I will still make around $300k this year - but I am a hunter - and I miss hunting. Should I wait it out here given the current scenario? or should I start looking?
That's rough. Might be a tough time to start looking, though.
What advice would you have when told the only potential to career progression from current role as a sales leader, was to be an IC. For context I was IC at multiple other companies and a leader for multiple years in current company
That seems odd - you're already a sales leader and you want to progress at your current company? And they're saying you need to go back to an IC role? Maybe I'm not following. But if that's the case, this sounds like a questionable organization and I'd consider the following: 1. Looking for lateral moves to a similar level leadership position in a company that may support more upward movement. 2. If you did have to consider taking a step back to an IC role, that's going to be a question you'll have to answer moving forward in interviews, so you should really ensure that it's for a VERY good IC role, possibly at a much stronger company, and one where you have a very high confidence of success. Happy to help further.
Three months ago, I got an offer from another company. Better base, better comp plan, solid leadership. I was this close to accepting. Then my current company hit me with a counteroffer. “We don’t want to lose you,” they said. “We’ll match the salary, and we’re making big changes around here.” I figured, why start over somewhere new when I could stay and make more money? Three months later? Nothing has changed. The same problems that had me looking in the first place are still here. Leadership still doesn’t know what they’re doing. The commission structure is still a mess. And now, I’m the person who tried to leave and didn’t, which just makes things weird. I am kicking myself right now. Has anyone actually had a counteroffer work out? Or is this just the classic trap where they pay you more to stick around just long enough to replace you?
the good ole, lets break up babe that ends in the makeupsession that drags it all along for a few more weeks. how many makeupsessions till things change around here? unless youre making BIGGGG money + low hours + good manager, if you got the ick, aint no going back
How do y’all cope with the stress of sales? I haven’t been in my role a year and my new quota is double what it was before. Don’t want to complain, just be realistic that I’m not going to hit my number. I’m already nervous I’m going to get fired after this year.
this is how they get you. Double your quota? But did they double your TAM? Did they double the inbound leads? Did they double the marketing budget? No? Then it’s just a made-up number.
How realistic is it to get a AE job that’s all inbound? I’m tired of prospecting. Should I just look at account management roles?
No AE roles are fully inbound any more, SDR inbound is about all that fully focuses on that. Account mgmt has its pros and cons, expect a lot of tough conversations in the current market due to churn risk and unhappy customers
Best time to start applying for september start date
Are you saying you will be available in September? And want to know when you should start applying? Sort of depends on why you can't start until September. I would say start now and be up front about your start date when you get into a process. Maybe they're ok with it - maybe they have you circle back in a couple months, but either way if you know you'll be on the market I always like getting a head start. Hope this helps!
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I'm a MM AE at a large software org and I'm seeing the same thing in terms of my emails being blocked or ignored. Can't speak much about our inbound lead strategy since my org is too big for me to influence that, but I just spoke with one of our top SDRs who is setting a ton of meetings and said old fashioned cold calling is how he's landing all these meetings. This probably doesn't answer your question but I'm seeing similar results. My inbound leads are usually poor but will get the occasional solid lead. I think we have outsourced SDRs who are tracking prospects who request info/sign up for trials.