Suggestions
Justin Norris
Experienced Marketing Operations Leader and Podcast Host
Justin Norris is the Senior Director of Marketing and BDR Operations at 360Learning, where he leverages over 15 years of experience in marketing operations. He is recognized for building high-performing teams and optimizing marketing strategies to drive business growth. His professional background includes extensive expertise in both marketing and business development roles, focusing on enhancing operational efficiency and team performance.
In addition to his current role, Norris has a history of leadership positions that have equipped him with a robust skill set in managing diverse teams and executing successful marketing initiatives. His approach emphasizes collaboration and innovation within the marketing landscape.
For more details about his professional journey, you can view his LinkedIn profile here .1
Highlights
I've observed that so much of “job fit” is really not about skills, it’s about a person's intrinsic interests and motivations.
I've roles where I couldn’t wait to crack open the laptop in the morning and every project turned into gold and roles where I felt like I was failing, despite sincere efforts.
Sometimes it’s people, but lots of the time I’ve seen it’s really about putting yourself in a role where the definition of success aligns with work that naturally makes you happy, the work you really want to do.
This isn’t always what we think it is. E.g., how many people get promoted to manager and end up hating being stuck in meetings all day and not getting their hands dirty?
So I loved these insights from Danielle Marquis (Kaetzer), who has an exceptional level of self-awareness on what her happy place looks like. She explains why
• It’s possible to be an executive and still get your hands dirty • It’s possible to succeed without 80-hour weeks • A big part of happiness at work is who you are surrounded by
We also chat about her 15 years of experience in the field, leading a unified RevOps team, prioritizing work, and how to position your team internally for maximum impact.
Sellers would have way more success if they took a solutions consultant mindset. Don't just talk about what your product does—present a complete end-to-end solution to the customer's problem.
(This may involve multiple tools besides your own.)
Buying software is so risky, there are unknown unknowns, and the danger is you buy a 90 foot bridge for a 100 ft span and are left sweating the last 10 ft on your own.
As a technical buyer, I'm trying to visualize how to integrate a tool into a cohesive end-to-end process that I am ultimately responsible for. If a seller can offer a vision of this, even if it's not 100% perfect, they'd be miles ahead of the competition.
In retrospect, I did this instinctually when I was in consulting—not because I was great salesperson but because that's a consultant's natural job. As a result, I felt like I could often sell our partners' solutions better than the vendors themselves.
Clients felt confident it would work because they had the whole picture. The trust that someone was going to make it work meant high close rates and high sales velocity. .
I know "consultative selling" is a thing but I've never actually had a vendor do this in practice. Perhaps the sellers lack the domain expertise or don't want to take ownership of solutioning beyond their product, which I totally understand.
But still think this would give a huge competitive advantage if a vendor were to lean into this approach.
