Founders who invent things expect that they're gonna be able to sell what they've built as though they've been in sales…

Hi Jeff Aragon — welcome to episode 1 of the Say Hi Podcast for Jozu Revenue Systems. Over the next 30 minutes I'll ask you strategic questions to pull out your best insights. Just speak naturally. Ready to begin?

Yes.

Fantastic! I’ve done my homework on Jozu Revenue Systems and your work in B2B SaaS Sales. Today, we’re going to focus on how you help B2B organizations grow revenue faster and more predictably by linking what they’ve built to problems their buyers are willing to pay to solve. To kick things off, can you walk me through how Jozu Revenue Systems approaches this core differentiator? What does it actually look like when you help a company make that critical connection between their product and the buyer’s real, urgent problems?

Yes. So my platform is a software service platform that ingests all meeting artifacts meeting transcripts, proposals, emails that are sent, essentially turns what a founder has built into revenue. You know, you wouldn't go on to a professional ice skating rink in a in a pro hockey game expect to know how to do what they do. You wouldn't expect to, you know, to ice skate the way that pros do. And yet founders who invent things expect that they're gonna be able to sell what they've built as though they've been that they've been in sales for twenty five years. And they just haven't. So they don't know all the tips and tricks. They don't know all the systems and and practices that generate revenue predictably, which we do. So it's a combination of consulting services to support the effort but also a software engine that actually scores each of those artifacts I artifacts that I just spoke about. Your emails, your communications, your actual meetings, um, to make sure that you're doing the things that, uh, that the Josie system encourages and and teaches.

That’s a really vivid analogy, Jeff—the idea that founders are stepping onto the ice expecting to play like pros, when in reality, selling is a whole different skill set. I love how you’re combining both consulting and a software engine to bridge that gap. Can you walk me through a specific example where a founder or team used your platform and services to turn what they’d built into real, predictable revenue? Maybe share a story about a particular client—what their situation was before, what changed after using Jozu, and any measurable results you saw?

Sure. So in terms of a good example, one one would be a company in the health care SaaS space. That hired Josu this last fall. And, you know, at the start of that engagement, they really didn't have a demo as an example, a good clean demo. And so my process isn't just you know, it's it isn't just a rubric for what to say or what not to say. It's what to what to do. And so in an intro call, you have to have a really good punchy demo that is clean that speaks to a business problem, that has economic consequences, and that spells out cleanly how you solve those problems. Um, and that's what we did first. We we we I I said, look. It looks great. The software looks fine. The value, I can see it after a forty five minute to an hour long call. In which I saw, you know, a bunch of features and a bunch of screens and a bunch of stuff that was very disorganized and and not curated. But you only have about ninety seconds. Sixty to ninety seconds in an intro call. To hook a buyer into how you're gonna help them solve the problem they have that has economic consequences. And that's what I help them do to start with. So so starting foundationally with what do you show? And how do you show it so that it's compelling and not just a big smash up of screens and logins and, you know, just stuff that doesn't make any sense and doesn't connect. So that's where it starts.

That’s a great breakdown, Jeff. It sounds like you really zeroed in on the importance of that first impression—making sure the demo isn’t just a feature parade, but a focused, compelling story that connects directly to the buyer’s pain and the economic impact. What kind of results did that healthcare SaaS company see after you helped them refine their demo and approach? Were there any specific metrics—like conversion rates, deal velocity, or even

More yeah. They were able to to land their first major partnership, which was with a functional health organization. But to get that partnership off the ground, they needed first again to be able to tell a compelling story in a very quick and and punchy way. And by the way, this isn't for a demo necessarily. This is really just for an intro call. So you don't earn the right to do a demo unless you've you know, successfully gotten past the intro. And so that's the other part of what Joseph teaches is that know, you you have to break down the sales cycle into small pieces that are manageable, that are easily winnable You can't win a big piece of business, a million dollar engagement, in a thirty minute intro call. By the same token, you're not gonna get somebody to sit into an intro call for an hour to get their undivided attention while you just sit there and spray and pray. And use the intro call to hook them, and then you get the you earn the privilege to do deeper discovery. You do that deeper discovery, and that's what drives a customized demo in the second call, um, or a third call. Which is a demo or workshop. Uh, to really get deeply to how you're gonna help them solve those problems, help your client solve problems that economic impacts.

That’s such a powerful distinction—earning the right to move forward, step by step, rather than trying to close everything in one go. I like how you emphasize breaking the sales cycle into manageable, winnable pieces, and how the intro call is really about hooking the buyer, not overwhelming them. Is there a repeatable approach or framework you use to help founders and teams master this process? For example, do you have a set of steps or a methodology that guides how you structure those intro calls, discovery sessions, and demos? If so, can you walk me through what that looks like in practice?

I do have a very structured process this, and it's something that's been curated and refined over the course of my career. And has resulted in my generating over a hundred fifty million dollars in attributed rep as revenue. Is not something that I learned overnight. Again, this is just like a pro hockey player has learned how to skate overnight. He practices repeatedly. He uses a system, and then that system is used to prepare for for certain daytime situations. And so the way this looks is that it's a very structured approach to an intro call. An intro call opens with an intro, a quick introduction of what are the table stakes, what kind of security pedigrees, are we high trust certified for health care, are we SOC two, type two compliant? All, you know, all the HIPAA and all high trust type of security stuff. Who who are the logos that we already have in our book of business? You do a little bit of street cred, a little bit of credibility building in that first you know, sixty seconds. Then you stop, and you ask your buyer, who already introduced themselves, by the way, to talk about problems that they have that that matter to them. And, you know, even while they're talking, you put up on the screen a list of the the whole menu of perhaps fifty or a hundred different use cases that that might matter to them based upon who they are, how they fit into your ICP, etcetera. And once you get them to to admit, essentially, that several of those problems listed are relevant to them, that's when you that's when you go forward. But prior to any of this, by the way, and I I left this out, and I should say this out loud. You gain their agreement that in this brief intro, get to the end of the call and decide whether it makes sense to schedule a follow-up. If we've identified a problem that matters to them that we can help them solve, has economic consequences, and I say this over and over and over again, If we're able to do this successfully in the next thirty minutes, I'm going to ask you, mister customer, for more time on your calendar. At that time, if you don't feel it's worth it, I'm gonna we we can part as friends. You can say, no. We're not gonna go forward. But I'm gonna stop us at thirty minutes and ask. Did we do enough to earn the privilege of a second meeting? Does that sound fair? And by doing that upfront and you set the ground rules, they know that you have the thirty minutes. You've you've laid the foundation, the challenge, the gauntlets, been laid. And you said, either I'm gonna earn the privilege or I'm not, no harm, no foul if I don't. And if I don't, then let's just part as friends, and we can agree that know what? But this isn't a good fit to have that second call. It's not worth your time. It's not with mine. And let's just go our separate ways. What this does is it puts people at ease so that they're willing to really talk more openly and trust it, you know, in a trusted environment with you, because you're not trying to close them. You're just trying to get agreement for a meeting.

That’s a masterclass in setting expectations and building trust, Jeff. I love how you’re upfront about the process, making it clear that the goal is simply to earn the next conversation—not to force a fit or rush the sale. That “part as friends” approach really lowers the pressure and opens up honest dialogue. You mentioned putting up a menu of use cases and getting the buyer to identify which problems resonate. Can you share a moment when this approach led to a surprising insight or breakthrough in a sales conversation—maybe when a buyer revealed a pain point you hadn’t anticipated, or when the conversation took a turn that changed the direction of the deal?

Sure. So in speaking with, uh, an organization, about member communication, it's a health plan, uh, scenario. Selling a solution that was relevant to health plans and payers. In the Medicare Advantage and Medicaid space. And, uh, talking with how they engage with members, know, we they ask me deeper questions around things like, So if you're gonna use the mobile phone to communicate with my members, how is that secure? So, you know, that, again, opens up a a deeper discussion about how do you leverage the mobile device in a safe and secure manner for health care. And then that opened up deeper discussions about what they've tried in the past, and and what their thoughts are about all the junk mail that frankly, gets sent out to members. That gets thrown away, some of which is important. Right? It's not junk mail in sense that it's junk. It's it's just noise in the mailbox. Right? Another envelope from another know, carrier that has the logo on it, but you know that the last five pieces of mail that you received from them have been completely worthless to you. So you just take it straight to the trash can. But what if that was a a very important communication regarding your evidence of, uh, you know, your insurability or your your benefit or some change to your plan. And you've now missed out on that very important communication because they've taught you to ignore. And so that was a deeper insight that came from that initial sort of slide that shows all the different use cases and possibilities that gets the started.

That’s a fantastic example, Jeff. It really shows how your framework doesn’t just surface the obvious problems—it creates space for buyers to reveal deeper, sometimes hidden pain points that might not come up otherwise. In this case, the conversation shifted from just “how do we communicate?” to “how do we make sure critical information actually gets through and is trusted by the recipient?” That’s a much more strategic conversation. When you uncover these kinds of insights, how does your platform help teams capture and act on them? For example, does your software flag these moments in transcripts or help teams adjust their messaging and follow-up? Can you walk me through how that works in practice?

Yes. The software actually flags that very situation. And judges you based upon whether you, uh, used the framework that the platform teaches. To to carry that forth to the next step. And as an example, we really emphasize the discussion of the of this of this concept called power message. And the power message, again, makes your unique capability, not what's in parity with your competition, but what's unique about you and your solution to a problem that has economic consequences but the most powerful power message is one where you're able to uncover a a need that the buyer didn't even know they had. They first started the conversation with you, talking about member communication. And later, you find that they really are concerned about members missing important updates regarding, you know, benefits changes and so on. And what are the consequences in those downstream things that happen? Well, if you could get them to recognize an incident or a situation that has deeper consequences than they actually even realized at the start of the call, that's a very powerful power message. Able to listen for that and then act upon it is exactly what the Josie revenue engine does. It provides that guidance. It provides the initial sort of framework around which you develop these types of messages. And then it judges you as to whether you did it successfully or not. But what you need to do in the follow-up to make sure you really land that. If there's things that need to be uncovered in follow-up questions, Josie revenue engine helps write that follow-up email for you. So that it actually gives you that draft to send to them. To gather that additional detail before your next meeting.

That’s incredibly powerful, Jeff. So not only does your platform help teams identify those breakthrough moments, but it actually guides them on

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how to capitalize—by crafting the right follow-up, reinforcing the unique value, and making sure nothing slips through the cracks. It’s almost like having a sales coach embedded in every conversation and every next step. I want to pivot for a moment and talk about the broader landscape. In B2B SaaS sales, there are a lot of tools and consulting firms promising to help companies grow revenue. What do you see as the biggest gap or mistake that other solutions make—especially compared to the approach you’ve built with Jozu Revenue Systems?

I think this is a great question. And and so it it I'll answer it in two ways. Number one, you know, I think you hit upon it. We are completely inundated right now. With content out there that really I call it the bro sales method. Right? It's like dark psychology stuff where you're trying to somebody into making a decision more quickly than you otherwise would have been comfortable making it. But we are using language to manipulate people and get them to do things that they otherwise wouldn't do naturally. Know, someone says they have to talk to their business colleague or their leadership team about your solution before they can agree to a next step. Well, that's fine. We're not here to push them to do something that's uncomfortable. We're here to understand the process. And so I I wanna make sure that we're very clear on this. This is very different This is curated this is a curated methodology that is an amalgam of every major sales coaching and training method that businesses have used over the last twenty plus years. The challenger method, corporate visions, customer centric selling, really solution selling. I could name them all. Right? And so this is an amalgam of all of these different methodologies and built into one. Which, uh, because of the leverage of AI, I'm able to deploy within a system that actually that actually works. This is a provable, proven system. It's what companies like Cronos and EKG and others have deployed for their teams. To help them win in highly commoditized and competitive environments. And this is why this is what makes it different. In fact, you know, back to that cool concept of Kronos UKG you know, we sold a very old, outdated piece of software when I was there. Over the course of my six years there. And our biggest competitor a company called ADP, which was a reseller of Kronos. Our very same software. Not only did we sell a commodity, but we sold it against ourselves. The way that we achieved such high market penetration and by the way, we we were able to achieve north of seventy five percent market share in the health care in particular, in North America. We did this not by selling features and benefits, and not by undercutting price. We did this by executing with precision in our sales process and understanding the buyer's problems and understanding what was unique about our solutions that helped solve those problems and what the economic impact of that solution would be to our buyer. And we were able to do that by building trust. Not something you do overnight. Not something that you learn simply by strapping on a pair of ice skates and going to the practice room to practice. It's a system. It's a system that is prescriptive. It's very, very, very specific and has very specific elements in it. That must be followed in order for it to work.

That’s a really sharp critique, Jeff. The “bro sales method” you described—using manipulative tactics or psychological tricks to push buyers—definitely feels out of step with how most sophisticated B2B buyers want to engage today. Your approach, by contrast, is about building trust, understanding the buyer’s real problems, and executing a proven, prescriptive system that’s rooted in decades of best practices, not just the latest sales fad. You mentioned that this methodology is an amalgam of the best elements from Challenger, Corporate Visions, Solution Selling, and others, all powered by AI to make it actionable and scalable. For companies that are struggling to break through in highly commoditized markets—like your experience at Kronos/UKG—what’s the first step you recommend they take to start shifting from feature-selling to this more problem-centric, trust-based approach?

The first step is a free audit, which I offer. Where I will audit as much information as you'll share with me whether it's emails, transcripts, etcetera, the more the better. And then I surface, uh, what I call a Jersey power score. Which, uh, which tells you exactly where you fit in this rubric. And what you're doing and what you're not doing. And then we go from there.

That’s a clear and actionable starting point, Jeff. Offering a free audit and surfacing a Jozu power score gives companies immediate, tangible feedback on where they stand—and it’s based on their real sales artifacts, not just theory or guesswork. When you deliver that audit and power score, what are some of the most common patterns or gaps you see in B2B SaaS teams? Are there a couple of mistakes or missed opportunities that show up again and again, regardless of company size or product?

Absolutely. Um, most founder led sales teams and even seasoned sales teams who don't use these types of, uh, frameworks sell features, and they start pitching features long before they should. You need to really have a very, you know, multiple layers of deep of sales discovery go beyond the surface level problem down into the root cause of of the the pain itself. I call it pain amplification. It's a it's a common concept in selling. Pain amplification isn't about making the pain worse. Word amplify doesn't mean worse. The word amplify means making it more focused. More, uh, more available to you to see. Out in the open. That's how that's when we amplify something. That's what we're doing to it. We're making it louder. We're not worsening it necessarily, and that's what the system is designed to do. So what we learned early on is that most organizations are selling features and benefits. They're selling things that are in parity with their competition. Right now, AI, the way it is in in our business world, there's a lot of parity out there. It's tough to stand out. What the Joseph system does is it helps you to stand out because it helps you to focus on your unique capabilities. The unique outcomes that you drive. Not the ones that are in parity with everybody else, but the ones that are unique to you. And that's what most teams fail to understand initially That that becomes the the sort of starting point in our conversation. It is what we uncover in that audit. Always, a hundred percent of the time.

That’s such a crucial insight, Jeff. The tendency to default to feature-selling—especially in founder-led teams or even experienced sales orgs—really does keep companies stuck in the noise, especially when so many solutions sound the same on paper. I like how you frame “pain amplification” not as making things worse, but as making the real problem more visible and urgent, so it can actually be addressed. Let’s look ahead a bit. With the rapid evolution of AI and the increasing commoditization in SaaS, where do you see B2B sales—and your approach—heading over the next 12 months? Are there any trends or shifts you’re preparing for, or new capabilities you’re planning to add to the Jozu platform to stay ahead?

Absolutely. One of the things that we're we're rolling out next is an actual sidecar. Instead of using these these calling systems, like JustCall or Aircall or Apollo, to do your actual dialing, we'll use the Jozu dialer And what the Josu dialer will do is it will surface what you should say or a framework for things that you could say in the call live while you're executing the call. So it listens to and then responds to those queues leveraging AI. For speed and agility. So in a in a format and a style that is useful to you. If you would like to read from a script, it'll present the script. If you'd rather see bullet bullet points, that you can then react to in your own voice, it'll present those. Really just depends, and it learns from you as to what you like or don't like. Based upon the coaching in real time that it's getting you in. So that's coming next.

That’s a game-changer, Jeff. Real-time, adaptive coaching right inside the call—tailored to each rep’s style and preferences—could dramatically shorten the learning curve and help teams execute at a much higher level, even in high-pressure situations. The fact that it learns and adapts based on user feedback makes it even more powerful. If someone listening only remembers one thing from our conversation today about building a predictable, buyer-focused sales process, what do you want that takeaway to be?

Well, it's a concept we haven't even talked about, which is called I call it the plan letter. It was taught to me while I was at Kronos UKG, and it really is it it it contains those three power three power messages we discussed. It has to be three minimum. Have to be unique. They have to be provable, in fact, not just your opinion. It contains a sequence of events that you agree to in that first call. How do you guys evaluate software like this? How do you evaluate solutions like this? You get that sequence of events defined early on, and what that does is it align helps you to align to your buyer's process. For for evaluating and purchasing. Solutions like yours. If they say that there's gonna be an RFP because of the price point, now you know. You can help them prepare for that RFP. That puts you at an advantage, by the way. An issuance of an RFP situation. But yeah. So understanding all that stuff in the first call and being able to write a good solid plan letter causes you to have better meetings. You have to have a better meeting or else the plan letter is no good. If the plan letter is no good, you had a bad meeting. If you have a bad meeting, you have worse results. So this whole process is circular. If you start with the end, and then work back to the beginning and back and forth, it becomes a circular engagement, and that's what I want people to be left with. That my system, the Josue revenue system, will cause you to have better meetings Having better meetings means you're gonna have better results.

That’s a powerful closing insight, Jeff. The idea of the plan letter—anchored in unique, provable power messages and a mutually agreed sequence of events—really ties everything together. It’s not just about selling; it’s about aligning with the buyer’s process, setting clear expectations, and ensuring every meeting moves the deal forward with purpose. This has been so valuable, Jeff Aragon. Thank you for sharing your insights and walking us through the Jozu Revenue Systems approach. Our team will transform this into content assets for you.Have a great day!