 I'm very happy to be here today. And I'm ready to have a lot of information after all day, after all great speakers. Do you have some space in your head? Right? OK, it's great. And thank you for opportunity to be here. I spent a great weekend near the beautiful lake in Stockholm. And I found that the most beautiful autumn, which I have ever seen, it's in Stockholm. Thank you for that. And thank your agile people team for this conference. It is a lot of interesting conversation. And we inspire it to each other. And I believe that each of you could stay on this stage because you have your personal strong stories. And today I'm going to tell you about agile in sales. I'm going to share my experience about that and why I believe that agile in sales is competitive advantage. Why agile help to triple your sales? And I will tell you about new Sway system. Couple words about me. I have experienced more than 10 years in sales. I worked as a head of sales department in big financial companies. And last five years, I helped different companies around the world with agile transformation. Now I help, I worked with about 12 different countries with different cultures, with different mentalities. And I'm mother about 10 years. And I'm from sales world. In sales world, we love numbers. We love to, this is our brain, we think by numbers. That's why I put a lot of numbers for you in this slide. And do you have, who is from sales in our room? Do you have some people from sales? One, please stand up. Two, three, could you stand up? I just, sometimes it's just one and it's me. But you see, we have a lot of people. Thank you, thank you for your coming. Last two years, we're talking about business agility. Do you know business agility domains? And if you're not, please find this information in the internet, it's very interesting. It's about how to change organizations. And this is domains and which we need to change to be agile organization. And in the middle of domains, we have a customer. We change process, we change culture, structure of company because we need to create value for our customers. We need to create value for our customers faster than our competitive. And that's why we came, we come to this conference to speak with each other, to inspire to each other. But in the middle, we have customer. That's why we change our businesses, right? And when I attend such conference, I always ask, do you, what about your sales? Did you start your agile transformation? What about your sales? And let's have some experiment. Please stand up who start agile transformation in whole organization, in any departments. Who start? OK, if you start this, we have a lot of people, all right? Thank you, sit down please, thank you. And the next question, who start agile transformation in your sales? Hero one, hero two, three, four, five, five people. You try. You will. I promise you will. Yes, you will, don't worry. And it's interesting, we're talking about customers, but sales departments almost lost department which we try to involve in agile transformation. And it's interesting why. And I believe that agile mindset, it's for each person in our company. It's for founder of our company. It's for person who clean every day our office. All people should think as agile mindset say, right? And OK, and how? And always people ask me, Marina, how to change them? They think only about money. They think only about their purpose. They don't like to attend different retrospectives or retrospectives or something. How to create such teams like in other pictures in Zappos? Do you know company Zappos? Yes, and it's interesting. And I hope during this talk, I will share my experience how to do it. And the first step and maybe first small advice, just tell your sales that agile, it's not just for IT. Because six years ago, when I started Apply Agile in Sales, all agile great consultancy told me, like Marina, it's just for software. It's just for IT. It's not for sales. You shouldn't do it. And when I speak with sales and say, like, do you know that last 10 years, your company started Agile transformation in software? Yes, but it's agile. It's just for IT departments. Why are you talking with us? We're sales. And the first thing, just tell them, this is mindset. This is way how you're thinking. And sales people, they think by numbers. And if you want to involve them in Agile transformation, just tell them, hi, I was in an Agile people conference, and I knew that Agile help you triple your sales. And maybe they will listen to you after that. But if you come and say, look, agile mindset, it's very good for you. Let's do it with us. I'm not sure that they will pay attention for that. And it's about language with people. And sales people, they really think differently. And I will tell you some story how we apply Agile in sales. It will be one case study. But I apply Agile in different areas, in health care, in hospitality, in brokers. Do you know who they are, brokers? They start Agile transformation. And we just start. That's why I wouldn't tell you about that. Maybe next year I will tell you. But this case study, for which I will tell you all, Johnny, how we change mindset of sales people, it's about one company where Agile help triple their sales targets, where Agile help apply more than 1,000 and 500 innovations in whole organization. And this case study about how they created competitive advantage in this company. And this company, it's about 20-year-old company. They produced and sell ceramic tiles, and about 1,300 people inside. And you see revenue of this company. And one day they decided that they have some problems. And they decided, OK, what we have, their sales targets in whole organization were less than 33%. They found that sales department didn't collaborate with other departments. Like, you know, sometimes sales people, I really love sales. I am from sales world. But sometimes they think that they are like a kink. And in other departments, it's like something not equal. This is sales, and this is HR, or logistic, or IT department. Do you have the same situation or not? A little, right? You're lucky if you don't. But in this story, they didn't have passion to change something. And sales people, they just thought, like, this is market. It's not ours. This is, I don't know, product, bad product, price, very high price. No. But they didn't have passion to change something. It was classic department that you saw in a video several minutes ago. And the founder of this company, one day, found this book. Did you read this book? Did you read it? Yeah. This book about Scrum, but in non-IT language. And if you decided to inspire your sales department or executives to start applying new tools, just give them this book. It's very easy, very easy language. Anyway, their business owner of this company found this book and decided, yes, we need to apply Scrum in our sales, and we will be successful. And he found it to me and say, like, Marina, you're experts in sales. Please help us. OK. We adapt Scrum because Scrum is a great framework if you have a product. We adapt Scrum. We create one team. We start from pilot team, just one team. Because all changes should, I think, it's my experience, should start from one pilot team. We need our success story in our company. Do you remember numbers? Our executives, our sales, they need numbers. We need grow numbers in our company, not in Google or Facebook. That's why we usually start from one team and start like a pilot team. And explain, guys, we are going to apply Agile. This is pilot team. And we will see how it's going. And all companies just looking how it's going. And it will be successful. They will apply it and ask to change them, right? OK, anyway, imagine one pilot sales team and three roles. We have business owner, like a product owner, a person with vision. We had coach inside, not head of sales. Coach who inspire people, who facilitate different meetings, who as a coach for this team. And we had a team. For sales, who always worked independently to be as a team, it's really something new. That's why we had three roles. We had one week sprint. In the beginning of the week, we had planning session. We had sales backlog. I will show you later how it looks like. Every day, they had daily 15 minutes demo when they demonstrated results and retrospective each week. And they had a scrum board with sticky notes. And this is, and after that, it was several years ago, we created a system. We call it Sway. That's why this beautiful song, which I asked, was about Sway, Sales with Agile. And we adapt scrum and created this system for sales. And we have, this is our backlog. And look, in classic sales, they focus just numbers. Numbers, how much money did you earn? How many meetings did you have? And how many calls did you have? Just numbers. In Agile sales, they should be with grow mindset, as Alice told, right? They should think differently. They should think about value proposition. When I asked in China, in Russia, in the United States, I asked salespeople, tell me please about your value proposition. And they, what? What is it? Or, OK, guys, how are you going to improve your team next three months? And they, Marina, we don't need to improve. We're best sales in our company. Guys, you need to improve yourself. Sorry, it's our world. But anyway, and innovations, they need innovations. And we create this canvas for each three months. We create this canvas. And this is our backlog for sales teams. And they put tasks from this backlog and put in their sway board in sticky notes. OK, and the main difference between Scrum and Sway, in Scrum, you have a backlog because you have a product. In Sway, we have business goals for three months, which focus for creating value for our customers. And I believe that we need, every day, our company should think about what kind of value we should create for our customers. And money will be a feedback from our customers. Do we, what about, are they happy about our product or our service or not? Money, now it's feedback. But value for customers is the first thing. In classic sales, money is the first thing. Just sell, take money, take your bonus, forget about your customers. And this is the main difference. OK, imagine a company, like we are one company, this company. And we apply Agil in the pilot team, for example. And they had 43% in the beginning. And Agil came to their life. And I teach them everything. They had a great workshop. Everything was fine. But after a couple weeks, we had a problem. Our sales went down, almost 40% from 20%. And business owner of this company was shocked. Like Marina, we invited to you and some problems, I see what's happened. Or sales people, they like, Marina, Agil doesn't work. We tried. We put sticky notes every day. We had daily stand-ups, everything. Agil doesn't work. It's not for sales. And we had a retrospective. And I explain, guys, Agil, it's not magic pillow. It's not tool. It's changes, which you should start from yourself. And this is our personal changes. This is new mindset for salespeople. It's not tool, which you could put sticky notes every day and you wouldn't have result. You should think differently. And we had a lot of problems. They didn't want to. And they really didn't see the reason to work as a team. Because before, each of them had their own clients, own goals. And it was really difficult to create a really team with them. The second thing, it's trust of executives, of managers. Because sales, it's money. And executives, they're afraid to have mistakes in this area. That's why they control every step of our sales teams. And it's like managers, micromanagement. They came to our stand-ups, like, I'm just standing. I'm just standing. And what exactly you are going to do? Sorry, we are going to create a self-organizing team in sales. Yeah, yeah, sure, I understand. I just want to ask what exactly he is going to do today. And this is about trust. It's about freedom for salespeople. And we had very big control for each steps for this team. The second thing, it's new mindset when they should think about value for customers. Because, look, in classic sales, salesperson talk a lot, speak a lot about product, about service. In agile sales, they need to ask, not talk, ask what we should improve. Are you happy with our product? Give us, please, feedback what we should improve. And this is asking. It's not selling. It's another mindset. And they call me at night and ask, like, Marina, I'm going to sell. Why should I ask? I should sell. I should push my client. I should take my money. I'm a great salesperson. Now you're going. Now you told me, like, I should ask something. What is it? And it's a new mindset. And the second thing, it's collaboration with them in other departments, especially with the marketing. Sometimes, I'm sure it's not in Sweden, in other countries. But sometimes between sales and marketing, it's like war. And sometimes between sales and software departments, misunderstanding. Yeah, it is. And they don't want to even try to start communicating with the other departments. And we had a lot of problems, really. But day by day, with common goal, with coaching, with it was one pilot team. And we wanted to show that they could. And they had a common goal. They start self-organizing. And they had another passion, another energy in this team. And in other teams, they just, what's happened with them? Why they are so happy? And from 43% during 12 months, we achieved 127. And when we had this success story in our company, in other sales departments, start came and asked, like, we want to do the same. How do you call it, agile? We want to be agile, too. And it was easy to involve them after that. Because they had success story. And the next step was to show these numbers to executives and say, would you like to try agile? And they see just numbers. And they told us, yes. And then we start change mindset of them. We created a self-organizing team in executive level. It was vice president of HR, vice president of sales, vice president of logistics. And this is another story. But anyway, they earned extra money for company. And it's really big money for this company. And interesting, I don't think it's interesting, that it was the same people. It was the same budget. It was the same company. They tripled their sales. And I think they had another mindset, another way of thinking, another way of communication with the other departments, another way of communication with the customers. And each week, each team had retrospective. In our retrospective, every time they created a list of ideas, of goals, which they should improve next spring. And it was their ideas. It was their innovations. That's why they had passion to apply it in business. That's why I count one team applied more than 300 innovations in the organization. In this case, we had five teams. And that's why, during one year, we counted, they applied more than 1,500 innovations. What kind of innovations it was? Some of them, it was big and expensive, like new syringe system. But another one was like, OK, let's collaborate with IT people. Let's play with football with them. This is small innovation, right? But they started as friends because twice, time per week, they played football together, sales and software people. And they had a lot of different ideas. And in classic business, all ideas from executive, like from here to here. In agile, all ideas from here to here. And they have passion to achieve it because it's their ideas. It's not executive's ideas. And that's why they change, usually, agile in sales. They start, make business run better. Because they start change all process. In logistics, for example, in this case, they change provider of logistics because they found that they had a better provider. And they invited on them executives and tell about that and change providers. And it was sales idea. But this idea was from customers, right? Because sales, they are voice of our customers. And I believe when we start agile transformation from sales, we automatically change whole organization because they have passion. They could sell their ideas through the company, right? And they communicate with different departments, with product, with the logistics, financial, HR, everything. And in this case, they found people by themselves. They came to HR and told like, sorry, we are going to find people by ourselves because we need special values. And HR, she called me like, Rina, what we are going to do if they will hire people by themselves. And I told her, you will think about culture. You will think about agile. And they will hire people by themselves because it's self-organizing team. And when company change, when our sales people change, they start communicate with our customers in different way. They imagine when boring sales person try to sell you something, just push you something, or call and try to sell. Or happy person who call you and ask, how are you today? What we could improve? We want to make you happy. And our customers feel it. And they come back and they have secondary sales. They start tell about this story to their friends or something, right? And this is competitive advantage because in our world, it's very easy to copy your idea. It's very easy to copy your product. But it's very difficult to copy your culture. And that's why I believe that this is real competitive advantage. And I put all information about this talk in one slide. And you could write me and I will send you a guide for your sales. And just give them this information. Just share these insights with them. And maybe you will change your company after this conference. I believe that you have a lot of great ideas. And it's great when you put these ideas and share with not only sales, but in other departments. And let's change the world. Thank you so much. OK, I will say. Thank you.