About Nexsales

Founded in 2008 a B2B Marketing and Sales Solution provider, Nexsales is an expert in contact data management and lead generation. We work as your partner to provide you with accurate inside information and prospect intelligence that help you define your challenges better. We craft B2B marketing programs and combine targeted list building, telephone-based outreach, with brand strategy, social media, and innovations in technology and analytics.

Our Leadership Team

Milap Shah,

Executive Chairman & Founder

Milap Shah spearheads the company’s vision and growth initiatives.Leveraging his extensive management consulting experience in over 20 countries at the C-level, Milap builds strategic client relationships and leads full-scale solutions initiatives.

Prior to founding Nexsales, Milap headed the Asia Operations for Global eProcure, where he profitably grew the operations from early start-up stage to three delivery centers across the world; and developed a high caliber leadership team. As a Manager with Accenture’s management consulting practice, he led strategy, supply chain, global outsourcing and IT engagements for Fortune 500 companies like Deutsche Bank, Shell and SABIC. Milap was also named to the prestigious 2007 “Pros To Know” list, by the US-based Supply & Demand Chain Executive for his leadership in influencing decision making at the Board level and for his expertise in the supply chain and outsourcing fields.

Jay Kamdar,

CEO & Co-Founder

Jay Kamdar is the CEO with 30 years of management, sales, marketing and engineering experience.  Jay has led number of break-through technology startups from conceptualization to commercialization stages.

Most recently at MagSil Corporation, Jay led the commercialization of IP Portfolio generating tens of millions of dollars in licensing revenue. At  MoSys Inc as the head of Asia Sales he successfully drove multi-million dollar business engagements with global OEMs in Japan and Korea. Jay  was a Co-founder, COO and later CEO of Nazomi Communications, a pioneer in Java Acceleration Technology and a provider of multimedia & Java application processors. He drove Nazomi’s technology and chip products into cell phones made by world’s leading phone makers such as Samsung, SK Telecom, Sony and Sharp. At Sun Microsystems he was a senior group marketing manager responsible for Java processor products for Internet Appliances such as mobile, smart card, set-top boxes and Internet TV markets. Jay spent early years of his career with National Semiconductor in a number of positions, including Sr. Product Marketing Director for a $500M+ division.

John Pinto,

VP Operations

John Pinto is the Vice President of Operations. He plays a key role in leading the execution right from inception, overall campaign management and delivery for strategic client engagements.

John leverages his extensive experience in B2B lead generation and data strategies across verticals to help Global Fortune clients in the areas of B2B market mapping, market segmentation, tailoring their pitch to specific markets, and in successfully executing high ROI outreach programs. John has conducted and regularly conducts coaching clinics helping B2B Marketers with best practices in the areas of CRM data optimization, cleansing and appending strategies.

John has close to 13 years’ experience in managing key accounts in Logistics, Banking, High Tech and Telecom industries across Asia, North America and United Kingdom. John has helped clients like AOL, Vonage, and Barclays in driving sales and improving customer satisfaction levels.

 

Careers

 

How We Work:

We are polyglots…

We believe in using the best resources and processes for the job depending on the business need while maintaining a slight bias toward the tools the team knows the best.
What is more important is getting the job done and well!

We are innovators…

We believe that to be in front of the game you cannot walk the treaded path. We have developed innovative technology and processes such as our latest path breaking patent pending technology, FastSwitch™, is a live call automation system that enables our clients to directly have relevant conversations with the targeted prospects with access to in-depth prospect profile.

We are agile…

Agile methodologies mean different things to different people. For us, the most important part of Agile is doing what works best for the team, focusing on quick ROI and alignment to the business need. We are truly a global company. We have people in Seattle, California, Michigan, Florida and Mumbai. We’re pragmatic, not dogmatic. We’re never afraid to try to new things to see if they work and reconsider our positions if the situation warrants it.

We value our people…

We spend time regularly working on whatever we’re interested in. You will have ready access to Executive Management. Salaries are generous and ample vacation time. We work hard, We play hard!

Interested?

We’re looking for people who are interested in getting in on the ground floor of an incredible opportunity to build amazing software. Think you’ve got something to contribute to our exceptional team? We’d like to hear from you!You can mail us at career@nexsales.com

Contact Us

Corporate Headquarters: Silicon Valley

Nexsales Corporation
20660 Stevens Creek Blvd., #129
Cupertino, CA 95014 USA

Telephone: +1-408-831-3800
Fax: +1-408-831-3700

Asia Operations

Delivery Center 1
Plot 34 (Part), SEEPZ (SEZ),
Andheri (E),
Mumbai 400 096 India

Telephone:(+91)-22-2829-2381

 

Delivery Center 2
201, Wadala Udyog Bhavan,
Naigaum Cross Road,
Mumbai – 400 031 India

 

Delivery Center 3
First Floor, Unit No. E-3,
Western Industrial Co-operative Estate Limited, MIDC Marol
Opposite SEEPZ Gate No.1, Andheri(E)
Mumbai – 400 093 India

Sales Capacity and Pipeline Velocity

Scaling Sales Capacity and Pipeline Velocity

If you think of each sales representative like a manufacturing plant, then each person on your team has a measurable capacity.  A sales rep can “manufacture” X number of phone calls, leave X number of voicemails, send X number of emails, have X number of conversations, and so on.

Likewise, each sales opportunity has a sequence of such activities. Some sequences work better than others.  In some cases, an activity itself is missing, unnecessary, or inadequate.

Obviously, sales people attempt to reach many prospects who do not buy from your organization.  So, by definition, those sequences don’t work.  Then there are those sequences that take longer and/or result in less revenue than you generate from your best customers. In some cases, in fact most cases, the starting point was wrong. That is, the sales person engaged an account that was unlikely to buy or that was going to take more work to sell.  In other cases, the sales rep used the wrong sequence of activities or has sub-optimal activities within the sequence.  The rep talked when he or she should have listened.  He or she didn’t ask what she should have asked.  He or she used the wrong language.  He or she invested too much time with the wrong people in the account.  And so on.

Yes, reps have different skill sets and different talents, but can we all agree there is an optimal sequence of the right activities for each solution and segment? If sales leaders took the time to map out a hypothesis of the right activities in the right sequence, then sales could run experiments to test alternatives and gradually optimize sales production.

Optimizing the Top of the Sales Funnel

One such area ripe for experimentation is the front of the sales process.  This activity is time consuming and the yield is low.  An eight-hour day of dialing typically results in just a few phone conversations. Unlike manufacturing plant, the capacity and yields of sales people are not constant. Minor improvements in this resource-intensive, low-yield activity can have significant benefits on revenue production.

Sales leaders who looked at this activity in the high-tech industry designed numerous experiments using new technologies and divisions of labor.  In essence, one group of reps was optimized for finding opportunities and another group was optimized for closing them.  The benefits were enormous: time to revenue, lower expense to revenue ratios, better market coverage and therefore more rapid revenue growth, and, in the best companies, a deep bench of talent ready to step into opportunity harvesting roles.

The Looming Power of Big Data on Sales Production

Such experiments began over twenty-five years ago at high-tech leaders like Oracle and have been refined and improved many, many times by numerous companies.  Now, the next wave of sales innovation is coming.  Forward looking sales leaders are marrying big data to improve targeting and relevance on the front end with the use of technology and low-cost labor to unleash unprecedented levels of sales production.

Big data is removing many of the time-consuming burden of researching accounts and buyers.  The new possibilities with social media while promising can also be overwhelming for individual reps and very time consuming. Big data is now harvesting that unstructured data and looking for patterns to help sales and marketing target their efforts on the most likely buyers and use messages that are more likely to resonate.  At the same time, technology and low-cost labor is reducing the cost of dialing phone numbers, navigating IVRs, talking to receptionists, leaving voicemails, sending emails.  The result, instead of talking to four to eight prospects in a day, a sales person can now talk to that many people in an hour.  When I think of these two powerful forces coming together, one phrase comes to mind: pipeline velocity.

Tell me about experiments that you have done in this area.