My Favorite Sales Job Ever (Except This One): Nextel Communications

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The first time I hit the Push-to-Talk (PTT) button and reached my entire team in real time—it felt like magic. No dialing. No waiting. Just click and talk. That moment hooked me. And the company behind it, Nextel, quickly became my favorite sales job ever (aside from this one).

From my graduation at San Diego State in 1987 to launching a Nextel dealership in 1998, I spent 11 years in roles that shaped how I work, lead, and think today. My time as an Account Executive at Nextel stands out for three simple reasons: Atmosphere, Technology, and People.

Atmosphere Forget “culture,” Nextel had atmosphere. The kind you could feel the second you walked in. The VP of the region John Combs trusted the GM of San Diego Chris Duggan, who trusted my Manager Sally Fleck, who trusted me. That chain of autonomy made us fast, focused, and fearless. The founders—Brian McAuley and Morgan O’Brien— were serial entrepreneurs, and their spirit ran deep in the company. I ended up working with them again later at Pacific DataVision. But perhaps the biggest spark came when Nextel opened indirect distribution, and Brian Moses brought me an opportunity. I co-founded Aadvanced Wireless, our own Nextel dealership. That hands-on experience launched my journey into entrepreneurship.

Technology We were selling the first digital voice/data combo in the country—TDMA, for those keeping score. In 1994, our first Motorola-made handset (the Lingo) looked like an old school two-way radio with rounded edges. It weighed enough to act as a self-defense tool. But the Push-to-Talk feature? Game-changing. Tech Magicians like Jack Demers kept innovating. By 1999, the units got smaller, features and functions leapfrogged ahead and you were suddenly holding a mobile computer in your hand.

People At the heart of it all: the people. Sally Fleck assembled a crew of sales pros I’m still in touch with today. John Stevenson came into sales leadership next and brought in more top-tier talent. We pushed each other. We won big. And we celebrated even bigger. Our 1997 Presidents Club trip to Jamaica? Unforgettable, mon (as seen in the attached picture). And we will be together again soon—reuniting in Long Beach this August after 30+ years.

Looking Back—and Forward Nextel didn’t just give me a paycheck—it gave me a blueprint. Empower your people. Trust their instincts. Lead with energy. I’ve carried those lessons ever since.

If you don’t enjoy what you do, it shows. Nextel was the kind of place where I wanted to show up. And that still makes all the difference.

Wendy Carter, Tracey Fryer, Mark Schechter, Zara Sclar, Jeff Dalton, Glenn Bowie,  Roxanne, Lynnda Shepherd, Eric Meehan, Jack Demers, Bill Leversee, Keith Schneider, Tamara Chamberlain, Pam Wylie, Troy Parish, Marc Savas, Chantal Turenne des Pres, Shannon Skaff, Don Girskis, John Pescatore, John Zarb, Troy Knuckles, Ned Bliss, Margaret Carroll

 

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On The Road Again: New Orleans, Louisiana

In the swamps by the bayou, you can’t often see what’s coming at you. How about in your revenue pipeline? Click the video to listen more on increasing your visibility to revenue.

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Tactical Execution of Commercial Strategy (TECS) in Life Sciences Sales

In today’s competitive market, a well-defined commercial strategy is essential for achieving long-term success in sales. But what separates high-performing sales teams from those that struggle isn’t just the strategy itself—it’s how effectively that strategy is executed.

Tactical execution transforms a high-level commercial vision into real, measurable results.

Let’s explore the key elements of tactical execution in life science sales, and how businesses can align their teams to ensure every move propels them closer to their goals.

What Is TECS?

Tactical execution refers to the specific, actionable steps taken to bring a broader commercial strategy to life. While commercial strategy focuses on the long-term vision—such as market positioning, customer acquisition, and revenue goals—tactical execution is about the how. It’s the day-to-day Sales activities that ensure sales targets are met, pipelines are built, and relationships with customers are strengthened.

In essence, TECS translates your strategy into action. Without it, even the best commercial strategy will fall flat.

  1. Define Clear Objectives and Metrics

One of the first steps in tactical execution is ensuring every team member knows the specific objectives they are working toward. Sales leaders must communicate clear KPIs that align with strategic goals, such as:

  • The number of qualified leads generated.
  • Conversion rates at various stages of the sales funnel.
  • Average deal size or customer lifetime value.
  1. Use Customized Sales Tools for Conversations

Sales teams can no longer rely on instinct alone. The use of tools that are created for market specific applications for your product and services are essential. Forrester Research says only 26% of sellers know how to articulate the value their company provides. Don’t leave it to chance that the other 74% will get this right. Develop and adopt the use of tools in prep and Coaching calls.

  1. Align Cross-Functional Teams

Successful execution depends not just on sales but on a harmonious effort across marketing, customer success, and product teams. Cross-functional alignment ensures that everyone is rowing in the same direction.

Sales leaders must promote open communication between these departments to create a unified approach to achieving commercial goals. Regular interdepartmental meetings and collaboration tools, such as Slack or Microsoft Teams, can foster this alignment.

  1. Continuous Improvement and Adaptation

The business landscape is constantly evolving, and so too must sales tactics. TECS isn’t a one-time event; it’s an ongoing process of refinement. Adapting to changing market conditions or buyer preferences ensures that teams remain agile and ready to pivot when needed.

  1. Accountability

For tactical execution to succeed, every sales team member needs to be held accountable for their performance. Clear accountability fosters responsibility, but empowerment fuels innovation.

  1. Effective Sales Training and Coaching

Finally, none of the tactics will work without the proper skill set. Continuous sales training and coaching are critical for ensuring that your team has the expertise needed to execute the strategy.

Sales teams must be equipped with:

  • Conversation tools that allow them to present value effectively.
  • Negotiation skills to handle objections.
  • The ability to understand customer pain points and offer relevant solutions.

Conclusion

Tactical execution bridges a company’s commercial strategy and its success in the marketplace. By breaking down big-picture goals into clear, measurable actions and aligning sales efforts with other departments, businesses can effectively execute their strategy to drive revenue growth.

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Perspective: Use It or Lose It | 20 Years… and Still Going

We were overwhelmed by the kind words and well wishes from everyone who joined us for our 20th Anniversary Party—to include Kevin Leak, Arne J.Brandon, Dawn Barry, William Lynch and even from those who couldn’t make it. One former customer said, “Wishing you 20 more years!” I smiled and thought, that’s kind… though maybe 5 more sounds a bit more appealing.

Milestones like this stir up a flood of memories, emotions, and connections with people you haven’t seen in years. One guest was the person who hired me for my last “real job” before starting this business. We shared a great laugh—funny how time smooths over the rough spots and makes the good moments shine even brighter.

My son Shane Flannery, now 23, had some great conversations at the party—with familiar faces and new ones. It was meaningful to watch him reconnect with someone he first met a decade ago. At the time of our 10-Year Anniversary, Shane was just 13 (see picture).

And then there’s Septembre Flannery. She is the reason any of this was possible. Twenty years ago, she told me to “go for it,” and her steady support has been the foundation for everything good that’s come since—namely, Shane, Hannah Flannery (back East working her Summer Internship at Lincoln Financial), and Flannery Sales Systems. Thank you, Septembre.

The business is strong. I love what I do. The outcomes we help our clients achieve are genuinely inspiring. So yes, you’ll still find me trapsing through airports, off for the next Workshop to share ideas that are shaped by team members Malinee Churanakoses and Tom Martin, and doing the work that matters most: helping teams grow and thrive.

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Why Most Sales Strategies Fail Without Tactical Execution

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When I think of the word “insights” as it relates to our business (sales process), the name Anthony Iannarino comes to mind. Anthony sees things differently, before and after they happen in the marketplace. I have relied on him for business and personal topics for several years, and am pleased to call him a friend and colleague.

And thanks for this GREAT article below. Pictured here at The Kennedy Space Center Selling Power 3.0 Conference hosted by Gerhard Gschwandtner in December 2022. We watched a rocket land upright that day….unbelievable!

Article Below By Anthony Iannarino 

International Speaker, Sales Leader, Writer, Author

Strategy without tactics is like a blueprint with no builders—useless, no matter how brilliant it looks on paper.

Most of the time, leaders and managers are hyper-focused on strategy. That’s understandable. Strategy is the exciting part. It’s the big idea, the grand vision, the framework that’s going to guide the team toward a better future. But while strategy is important—crucial, even—it’s rarely enough to produce the outcomes we need in the real world.

To make this practical, let’s look at the idea through the lens of B2B sales. Sales leaders, sales managers, and frontline sellers often put their faith in the overarching strategy. They believe their sales approach—whether consultative, value-based, or insight-driven—is what’s going to produce results. And they’re half right.

My strategy, for example, is to be One-Up (see Elite Sales Strategies: A Guide to Being One-Up, Creating Value, and Becoming Truly Consultative). That means I show up as the expert in the conversation. I am the person with the authority, the insight, and the experience to create value for my clients—often in ways they didn’t expect.

But here’s the truth most people miss: even the best strategy dies on the vine without the right tactics. A strategy without tactical execution is impotent. It can’t do the heavy lifting. It can’t produce outcomes on its own. It’s nothing but an elegant theory.

Let me say it another way. A strategy without a supporting set of modern sales tactics is a failure waiting to happen.

Over time, through building sales methodologies and frameworks for hundreds of clients, I’ve identified the tactical levers that bring strategies to life. These tactics are not arbitrary. They’re designed to create value inside the sales conversation—where deals are won or lost. Below is a short list of effective B2B sales tactics that support any value-based or consultative strategy.

Modern B2B Sales Tactics That Make Strategy Work

Insight-Led Discovery – Don’t start by asking the same tired questions as your competitors. Begin discovery with insights about your client’s market, their industry shifts, or economic trends. This repositions you immediately and reframes how the client sees their challenges.

Problem Reframing – Most clients describe their symptoms, not their disease. One of your jobs is to help them see the root cause of their issues—often something deeper, more structural, and more strategic than they realized.

Gap Analysis – Use data to calculate the distance between where the client is now and where they want to be. Show them, in real terms, the ROI of making a change. This makes your solution a business decision, not just a purchase.

Strategic Questioning – Don’t just ask questions—craft questions that create clarity, uncover blind spots, and connect tactical pain to strategic risk. Your questions should do more than gather information; they should deliver value.

Pain Amplification – Not in a manipulative way—but in a real, ethical way. Clients often underestimate the cost of doing nothing. Help them explore the implications of inaction and align internal stakeholders around the urgency to change.

As a strategist, your job is not done until you’ve defined the tactics required to execute. If you’re a sales leader, a manager, or a consultant, you must also be a tactician. Otherwise, your strategy is nothing more than an aspiration.

The future belongs to those who can marry strategy with execution—who can connect ideas to actions that produce results. The tactics above are just a handful from a longer list I use with clients to drive real-world outcomes in enterprise sales environments.

If your sales strategy isn’t producing, don’t revise the strategy first. Look at your tactics. That’s where the gap almost always lives.

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Kevin Leak Testimonial for Flannery Sales Systems

We’re honored to share this fantastic testimonial from Kevin Leak who has partnered with us twice to strengthen his teams and drive revenue through our sales process training workshops.

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How Sales Process Generates Revenue

By one definition, process is “a series of steps with input and output.” Whether you are aware of it or not, process impacts our lives from the moment we are born. My kids go through a process to get out the door to school every morning. The orange juice they drank also went through a process to get to the table. Their teachers go through the process to advance their learning over a year’s time. All these processes are designed to get a predictable outcome.

In business, a well-defined sales process can lead to year in, year out predictable revenue. Wall Street rewards public companies based on their ability to annually predict their earnings. Some miss wildly and some are spot on. How can this be achieved? Look to the sales process, the organizational engine that generates the revenue. Here are few ways that sales process can help to generate revenue more effectively:

1. Use objective criteria – once defined, a sales process provides objective criteria and the framework to make decisions. Say a sales group is underperforming. What numbers or facts are available through sales process to pinpoint the problem? From the pipeline or opportunity review standpoint, there are specific data points you can rely on for analysis. Is it in the types of clients you are calling on? Are your sellers getting stuck in prolonged evaluations that never yield a decision? Or is it in the close ratio? It may not matter where the problem is, what really matters is that you are able to look at each problem objectively with certain criteria and then correct the course.

2. Allocate human and technological resources – How much should we spend to hire and train people? Or how much should be invested in CRM or other sophisticated software tailored to my business? As you pinpoint where bottlenecks exist, the lens you look through will help to determine if people or technology is needed to help improve. On the front end of the process, many solid lead generation services exist to help identify qualified opportunities. It’s my experience that the challenges towards the end of the selling process come in the form of the skills of the seller, or ability to effectively negotiate and close.

3. Increase visibility into new areas for growth – This may be viewed as an ethereal, strategic choice based on gut feel and economic trends, but hard data is needed for this process as well. Sales process delivers the hard data on what types of customers are attracted to your product, and why they are attracted. If this data not captured in a consistent way, then the top management loses connectivity and an ability to analyze trends with proper perspective.

Agree or not, process is King. I have this discussion with sales professionals from all industries . We learn how each person implements process in their industry, what’s working and what’s not. Broaden your understanding, challenge your thinking and, hopefully, define or refine your sales process. Tonight at home, however, I’ll be taking my queues from the process Queen. When the process Queen is happy we are all happy. It’s also my home recipe for predictable success.

Flannery Sales Systems (www.drive-revenue.com) helps organizations define or refine and implement a repeatable sales process. Increasing revenue through sales process is the ultimate goal. Flannery Sales Systems works with a broad cross section of industries and we are confident we can enhance your results.

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How John Flannery Built a 20-Year Sales Training Success Story by Mastering Process

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By Gerhard Gschwandtner, Founder and CEO of Selling Power Magazine

There’s a particular look that some entrepreneurs wear like a tailored suit. A mix of modest confidence and deep-seated grit. John Flannery wore that look when I sat down with him—plus an actual tuxedo, in honor of his company’s 20th anniversary.

Two decades of building a business from scratch. That’s rarefied air in the sales training world, where trends change with every algorithm tweak and buzzwords have shorter half-lives than TikTok memes. But Flannery isn’t a trend chaser. He’s a process guy. A clarity guy. The kind of leader who spotted a systemic flaw in big companies—that the larger the organization, the more cracks you’ll find in the sales process —and built a business to fix it.

“I had a good business once,” Flannery tells me, reflecting on his early ventures in wireless tech. “But the partnership didn’t work out.” That’s the sort of line that sounds easy in hindsight but stings in real-time. What followed was a stint working for someone else—a career detour that, for many entrepreneurs, feels like purgatory. But purgatory, as it turns out, is a great place to study the system. And Flannery noticed something: sales processes in big organizations were bloated, fragmented, and increasingly ineffective.

Then came a spark. A trainer he was working with introduced him to a nimble model for sales development. That moment? That was Flannery’s founding motivation. He didn’t just launch a company—he declared a war on complexity. And he armed himself with simplicity, repeatability, and, most of all, a repeatable, adaptable, highly effective process.

Early success came wrapped in grit. “I was 14 months in, still prospecting,” he recalls. Then, like a plot twist in a feel-good movie, a referral introduced him to the president of a scientific distribution company. What started as a one-year contract for 400 employees bloomed into a six-year partnership impacting over 1,100 people.

“That was the anchor tenant,” Flannery says. You can hear the gratitude in his voice. But also the strategy. He knew how to land a whale and build a processing ship around it.

Then came the pandemic—the great disrupter of handshakes in hotel sales conference rooms. Twenty-one in-person workshops, vaporized in a week. On March 12, Flannery was flying back from Philadelphia. On March 13, the country shut down. The old model—face-to-face training—was dead. Online video technology took off.

It could have been a death knell. Instead, it was a pivot. Flannery adapted quickly, transforming 15 of those 21 sessions into virtual trainings. “We had to get good behind the lights,” he says. And fast.

Now, the next tidal wave looms: artificial intelligence. While some view it as a threat to human touch, Flannery sees opportunity in its algorithmic prowess. “Coaching is where AI will lift us the most,” he tells me. His team is working with developers to embed AI into sales coaching—using machine intelligence to tee up the right questions, identify risk signals early, and accelerate pipeline movement before a human coach ever steps in.

This isn’t about replacing the human touch. It’s about preparing it.

As Flannery gears up for the third decade in his business, he’s not chasing novelty. He’s chasing effectiveness. That’s the difference. And maybe the key lesson.

In the end, John Flannery isn’t just building a better sales process. He’s building something more enduring: trust through structure, clarity through chaos, and momentum through meaningful work.

If you’re wondering what it takes to last 20 years in sales training, don’t just study his methods. Study his mindset.

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The Value of Being Face to Face: Reflections from an SDSU Event at WD-40

Last month, the Fowler College of Business at San Diego State University (SDSU — my alma mater) hosted an on-site event at WD-40 Company.
Most know WD-40 as one of the world’s most iconic brands in the “all-purpose” mechanical lubricant market.

The gathering brought together a dynamic mix of business and academic leaders, with approximately 90 professionals in attendance.

Here’s a quick summary of the event:

Hot off the Press: SDSU Research and Insights for Business Leaders
Attendees received an exclusive preview of cutting-edge research ahead of its formal presentation at the Academy of Management conference in Copenhagen, Denmark.
The session featured panels led by SDSU’s distinguished professors, addressing today’s critical business challenges, including:

  • Exclusive insights from thought leaders before they hit the global stage.
  • Strategies to stay ahead of emerging trends in management and leadership.
  • Opportunities to network with top industry leaders and innovators.

The topics were timely, insightful, and sparked thoughtful discussions throughout the three-hour session.

However, what stood out to me most was a simple but powerful reminder:
There is no substitute for being face to face.

Virtual interactions serve a purpose, but they cannot replicate the energy, collaboration, and relationship-building that happens in person.
While hybrid work arrangements are part of today’s reality, when it comes to building true business connections — business gets done face to face.

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