“Veni, Vidi, Tiré a dos burros.”
“I came, I saw, I shot two donkeys.”
Are there proven sales strategies, tactics, skills and behaviors that can help you win the complex sale (product or service) at large, successful companies like Trane, Principal Financial, Dell, Northwestern Mutual and others?
The Complex Sale typically refers to a high-value purchase, $150,000 and up, involving a Buyer's Committee, consisting of anywhere from three to twelve people … or more.
Yes, but what does it have to do with two donkeys? By the end of this article, you’ll know. And, if you have a thirst for knowledge and are the least bit motivated to master and win the complex sale, Dave Stein, best-selling business author of “How Winners Sell,” will provide some proven strategies, tactics, and insights to help guide you.
But first …
There never was supposed to be a Part II to “Shooting the Donkey in the Complex Sales Process … Hollywood Style,” until …
I received a collect phone call.
Normally, only one person ever calls me collect - my 90-year-old grandmother. She does it in a vain attempt to recoup some of the investment she made years ago in my “higher” education. An investment, which she never fails to point out, was one of the few on which she ever lost money … and continues to.
So thinking it was she, I accepted the charges.
“You the donkey guy?” a pretentious voice inquires.
Not my Grandmother.
Her voice is deeper.
Now most people would probably take offense at a greeting like this. But I, sharing some admirable traits with the donkey, such as disposition, remarkable likeness of nose, ears, and quasi ugly-cute fuzzy face, didn’t.
I’ll admit though, the voice made me feel uneasy. It had a tinny, whiny, timbre that I vaguely recalled from somewhere.
“What?” quizzed I.
“Are you the donkey guy? The guy that wrote ‘Shooting the Donkey in the Complex Sales Process … Hollywood style?’ ”
Suddenly, I placed the voice. It was Him. The salesperson I referenced (some might say parodied) in the article above. The guy that could unleash a tornadic swirl of immeasurably long and undecipherable words lasting upwards of five minutes without taking a breath, or, making any sense whatsoever.
A corporate gobbledygook automaton of epic proportions – the best there ever was.
“Yes,” I answered.
To simplify things for the reader, I will refer to the caller as:
“CAL 9000” (Corporate Automaton Linguist — 9,000 pre-programmed acronyms for release upon the slightest provocation – such as an unqualified sales lead.
However, CAL 9000 should not be confused with HAL 9000 (Heuristically programmed ALgorithmic computer) of “2001 Space Odyssey” fame.
Hal had a personality.
“You were calling me a donkey weren’t you?” asked Cal 9000.
Cal 9000 had inferred from the title of the article, “Shoot the Donkey” that I explicitly called him a donkey. Not true. Also not true that it didn’t cross my mind.
The title, “Shoot the Donkey” refers to a classic scene in the movie “Patton” where the Third Army gets critically held up in battle on a bridge, by a cart-pulling donkey that has stopped, and refuses to budge, totally blocking the bridge. Life and death are at stake. An MP struggles with the donkey and the owner, trying to get them out of the way.
The entire Third Army halts for this recalcitrant donkey.
General George Patton roars up, leaps out of his jeep, whips out his ivory-handled pistol, shoots the donkey, and immediately has it hurled off the bridge, removing the obstacle. That classic scene not only revealed Patton’s character in a cinematic way, but also embodied the great leadership principle of taking decisive action to remove all obstacles to fulfill one’s mission.
Winners, leaders, and innovators know how, why, when and where to “Shoot the Donkey.”
“No, I wasn’t calling you a donkey. I amalgamated conversations from the trade show.”
“I knew it! I hate to be mis-amalgamated. I’m always mis-amalgamated when I speak to people like you.”
I suspected he meant misquoted, but I needed to end this conversation quickly. Remember, he called me collect.
“What can I do for you?” I asked.
“That article had absolutely no worth or relevance whatsoever for real-life salespeople in the trenches like me. None. Nada. Zippo,” said Cal 9000 emphatically.
This went on for a bit. The Shoot the Donkey insights and application were showing real-life positive results with Cal 9000. He had his spiel down to two-word sentences. Pithy.
“No relevance whatsoever. Hollywood. What do they know? You’re talking about an industry that gave us ‘My Mother the Green Fried Killer Tomato.’ ”
I think he had his titles mixed up, but out of politeness, I don’t challenge him because he’s still on my dime!
“Absolutely no relevance to complex sales situations that involve multiple people, disparate business units, disintermediation and commodization strategies, and internal political hierarchies.”
I needed to
“What would it take to satisfy you? Meet your relevance criteria?” I ask.
Total silence (with the exception of my fingers tapping on a calculator trying to figure out how much this call was costing).
“Interview someone that has successfully engineered and brought to fruition several mission-critical strategic enterprise software and services sales.”
Translated - someone who has closed several big deals.
“Multitudinous verifiable value-add testimonials from C-level types.”
References. He wants references.
“And, uh, teaches, yes teaches others how to successfully close the complex sale.
Finished, I think.
“Wait! Wait! And written about it. Yes, written about it. A published author who can identify strategies, skills, behaviors and visionary tactics.”
This donkey is getting out of hand. A slight color of sarcasm tinges my next question.
“Why not a scuba diving, fire-walking, skydiving best-selling author?”
Heavy breathing from CAL 9000.
“Yes. Acceptable. That would be acceptable.”
I had unwittingly created a jolly gray giant, black hole of a braying donkey. Now I’m worried it’s going to turn around and …
“And if you don’t do it, you must confess, in print, to being a buffoon.”
I couldn’t do that. Some of my biggest inspirations have been buffoons. They would think I was trying to imitate them.
“And a donkey.”
That would wrong the donkey.
“And own up to the fact you don’t know what you’re talking about.”
I’ve never said I knew what I was talking about. That’s why I interview people smarter than me. This has the added advantage, for me, of creating an infinite pool of interviewees.
“And if I do?”
An extended pause. Then, with painful hesitancy …
“I won’t call you anymore.”
“That’s it? That’s all I get?” I ask, though I was thrilled anyway.
A sinister silence crept in.
“Okay. I’ll recall the personalized, one-to-one, direct-marketing e-mail campaign featuring your cutesy “Shoot the Donkey” cartoon logo, to 111,787 active members of PETA.”
CLICK. The phone goes dead. The voice echoed in my head.
Where in the world could I come up with someone to interview to meet those criteria?
What would General Patton do? Shoot a Donkey. Kill something. Blow up something. Curse. But none of those (except the last one) seem to be particularly helpful here.
Where to begin?
I checked my research knowledge base. Nothing. I called everyone I know. Nothing.
I searched the Internet.
Nothing … nothing … nothing. I bounced off every source I had and was soon feeling like …
Woody Woodpecker with rubber lips.
But, relentlessly and diligently, I continued my search. I rose early, worked hard and guess what?
I found a scuba-diving, fire-walking, skydiving, best-selling business author.
What are the chances of that? I mean - what are the chances of Warren Buffet and Jimmy Buffet being related? Of Jerry Lee Lewis and Jimmy Swaggart being cousins? Or the Powerpuff Girls being sisters? But it happens.
Enter Dave Stein - the Amazon business best-selling author of “How Winners Sell.”
Dave is an internationally recognized sales coach and consultant who helps companies win large accounts in highly competitive sales environments. Dave has endorsements from Fortune Magazine, Inc.com, and www.abcnews.com among many others.
Time to shoot this Complex Sales Donkey for the last time. And, to whet your intellectual appetite, at the end of this interview I shoot two donkeys at once and give you a chance to win a personally autographed copy of Dave’s “How Winners Sell, 21 Proven Strategies to Outsell Your Competition & Win the Big Sale.”
STEVE: Dave, how do winners sell?
DAVE: It’s fairly simple, but first, answer a question for me. Why are you in business?
STEVE: Um, I’m the interviewer here.
DAVE: Usually when I ask this question I get an array of answers. Some say their companies provide places where people can work, improve their standard of living, and build rewarding careers. Others talk about how their products and services make life better for their customers. Still others remind me of their company’s place in the great economic machine; it helps make the nation strong, they say, and besides, look how much we contribute to charities and to our communities.
STEVE: Sounds like a bunch of corporate gobbledygook to me.
DAVE: What they’re saying is true, of course, and admirable. But when they talk of these benefits as their companies’ main reason for being, they’re fooling themselves.
STEVE: Let’s get to the point. What’s the single most important truth of sales?
DAVE: That’s easy.
The single most important timeless truth about sales boils down to this:
Money. It’s all about money. – Dave Stein
“Money isn’t everything … but it ranks right up there with oxygen.”
- Rita Davenport
STEVE: Can you break that down a little? Money is a pretty broad category.
DAVE: To top-level executives, achieving their business plan (and that’s what we’re talking about here) ultimately comes down to money. They may measure it in economic value added, return on equity, return on assets, return on investment, increased market share, earnings per share or something else, but it will always relate to money, counted one way or another.
“Dollars not only count, they rule.”
- Charles Thomas Walker
STEVE: Can you give a real life example of this?
DAVE: Sure. A CEO with whom I do business runs a public high-tech company. He believes his primary job is to increase shareholder value by improving earnings per share (EPS). He sees every product enhancement, big win, marketing campaign, securities analyst comment or loss of a proven salesperson in terms of its impact on earnings per share. So when I present a proposal to meet his needs, such as selling new strategies against a tough competitor, you can see how I’ll approach him. Right to his EPS. That’s how he counts his money, and that’s how I position what I sell him.
Another client counts it money differently. As a wholly owned subsidiary of a public corporation, this company’s success is directly proportional to the profit it contributes to the parent corporation. I know exactly how to position my proposals to these folks. They need to generate cash, and cash is the measurement I use when I position the contribution I can make.
Find out how they count their money. Count it the same way.
“Business? It’s quite simple. It’s other people’s money.”
– Alexandre Dumas
STEVE: I get it. But this means you have to have an in-depth knowledge about the company’s business plan and financials. Where do you start?
DAVE: All the standard financial reports about most public companies are available free of charge at www.Freeedgar.com. With these reports, such as the 10-Q (issued quarterly, containing financial results and significant changes and events) and the 10-K (annual report that includes the outlook for the future), you can begin to discern how certain companies see themselves, their marketplace, their industry, their challenges, risks and competition, and their financial position going forward.
STEVE: What do you suggest to check first?
DAVE: Read the 10-Qs and 10-Ks of your most important customers and their most troublesome competitors. Focus on financial measurements and business strategy, then base your discussion with executives and senior management on these. The most important element of business know-how is understanding how financial statements represent a company’s financial position and how that company compares with others in its market. If you can’t read and interpret an income statement, cash flow statement or balance sheet, learn to do so right away. There are no shortcuts.
STEVE: Financial statements are Greek to me.
DAVE: Those financial statements are as revealing of business health as CAT scans, EKGs and blood tests are of your physical health. You don’t need to become a CPA, but a solid knowledge of financial concepts and an ability to compare clients are key.
Winners focus on financial measurements and business strategy.
If it’s Greek to you, learn Greek.
“What we have to learn to do, we learn by doing.” – Yogi Berra
(not really, it was Aristotle)
STEVE: How do you get this business know-how if you don’t already have it?
DAVE: It depends. How much do you know about business in general? Do you know how businesses operate? What about your company?
What about your three best clients?
Can you articulate their visions?
Can you identify their short- and long-term strategies?
If you believe, as I do, that effective selling at the executive level is about quantifying and proving the business value you can contribute, then having business know-how is a vital component of that approach. Here are a few ideas:
• Take a course in reading and interpreting financial statements at your local college, at night school, or (in the United States) with the American Management Association. In Europe, try Management Centre Europe.
• Read a book on the subject. Do the exercises.
• Ask your brokerage firm for guides to reading and interpreting financial statements. Most large brokerage houses have either a book or a comprehensive document on the subject.
• Spend some time with your own company’s CFO, controller or accountant. If you aren’t well-versed in finance, do you know someone who can interpret a financial report for you in a pinch?
• If you have a close relationship with a client, ask his CFO, controller or accountant to walk you through the company’s financials. This is a very powerful way to understand how your client’s business operates. If you sell into a vertical market, this approach will give you real insight into that industry, which can be used when selling to other companies. We’re not talking about sharing proprietary information, of course, but industry norms, median profit margins, sales costs, revenues per employee, anything that will help you show how your offering contributes to their business plan.
STEVE: Just recently, it seems CFOs are playing a much bigger role in the complex sale. Any insights?
DAVE: Brief answer, qualified by the statement that each company and CFO is different. Typically CFOs recognize two basic types of expenditures.
Value-added expenditures, or investments, to bring a financial return by increasing revenues or decreasing expenses.
Necessary expenses, or costs, such as payroll services, regulatory, insurance and real estate.
STEVE: If you specialized in outsourcing services, for example, where would you most favorably approach the CFO?
DAVE: Necessary expenses. The goal of the CFO when evaluating and procuring services or products from a supplier on the “necessary” side is to minimize the drain on the company’s resources. That’s where vendors of outsourcing services can win. Offer reliable, cost-effective, turnkey services, and you’re halfway to the sale.
SKILLS – ATTITUDES - BEHAVIORS
STEVE: What are some of the skills, attitudes and behaviors of the consistently effective and successful sales winners?
DAVE: They are CEOs of their own virtual sales corporations, evaluating, planning, executing, directing, probing, positioning, building relationships, competing, negotiating, learning, advising and taking responsibility for everything that happens in the sales campaigns.
Winners take responsibility for everything that happens.
“Responsibility is the price of greatness.”
- Winston Churchill
DAVE: Winners seek truth. Winners see things objectively. Winners constantly evaluate their own skills and capabilities and educate themselves and take corrective action.
Truth + Objectivity + Constant Evaluation + Self Education = Winner
“I do not fear failure. I only fear the ‘slowing up’ of the engine inside of me which is pounding,
- General George Patton
STEVE: Okay, say I know someone who has identified a deficient skill (phobia may be a more apt description) – public speaking. Not me, but someone that looks a lot like me, thinks a lot like me, and works the same place I do, but his willingness to address it seems to be deficient.
DAVE: Tell the person who looks like you, thinks like you and coincidentally works the same place you do, that he needs to retool himself. Escape from his comfort zone.
STEVE: Easy for you to say. But for him …
“The human brain starts working the moment you are born and never stops until you stand up to speak in public.” - George Jessel
STEVE: Give me an example, a personal example. (Grilling him, aren’t I?)
DAVE: A few years ago I was facing two big changes in my life. I was approaching my fiftieth birthday and was, for the third time in my career, going to start a new business, “The Stein Advantage.” I was definitely planning on venturing out of my comfort zone.
STEVE: So, you were at least apprehensive?
DAVE: Yes. So I decided to learn skydiving.
STEVE: Excuse me?
DAVE: Here’s the way I saw it: If I could stand in an open airplane doorway two and a half miles above the ground and will myself to step off into empty space, then I could do anything. If I could do something so counterintuitive, I could meet any challenge. Turning 50 and starting a new business would be a piece of cake.
STEVE: Counterintuitive is a good word (but not the one I’d use. I break out in a cold sweat walking up a two-step flight of stairs). So, you would advise the person I’m referring to … to jump out of a plane?
DAVE: It seems to me that after that, public speaking would be fairly mundane.
STEVE: Assuming he lands safely.
DAVE: Tell him to jump. Jump. Jump out of his comfort zone.
Winners Re-tool themselves. Escape their comfort zone.
“Only those who will risk going too far can possibly find out how far they can go.” – T.S. Eliot
(“This has its disadvantages when skydiving.” – Steve)
STEVE: Any other options for change?
DAVE: Well, as winners will tell you, you have only three real options for change:
Anchor yourself in your comfort zone and be left behind,
Reluctantly allow yourself to get pulled out of your comfort zone and be somewhat effective some of the time, or
Take the initiative, expand your comfort zone, and control your professional destiny.
Take the initiative.
Expand your comfort zone.
Control your professional destiny.
(I’ll reserve judgment on jumping out of a plane for the time being.)
STEVE: What are some business-oriented behaviors you think worth the risk of trying (besides jumping out of a plane) to expand your comfort zone?
DAVE: Here's a few:
• Deliver a speech at an industry or association meeting.
• Call a stock analyst who follows your customer’s industry and offer him insights into that industry.
• Cold call 25 CEOs.
• Walk away from a sales “opportunity” that’s not likely to turn into business.
• Understand and memorize your best customer’s latest financial statements, then talk to that customer about what you learned.
• Learn about your prospect’s top three products, as well as those of their three key competitors, then talk about what you learned on the next sales.
• Invite your company’s CEO to breakfast and pitch him a logical, well-researched strategy to achieve a corporate goal.
The Proven Path to Executive Sponsorship
STEVE: A key to winning the big sale, consistently and predictably, is to get Executive Sponsorship and sell to C- level decision-makers. Getting access to them is crucial but often times difficult and perplexing. How do you Shoot that Donkey?
DAVE: Access to decision-makers is not the problem. Access to information is. Typically, a motivated, persistent salesperson can ask for and get a meeting. But once in, they don’t know what to say. You have to add value at every step. If you’re approaching a new prospect but have not been referred by someone the decision-maker trusts, you’ll have to earn mind-share with that executive. You have to make yourself the indispensable broker of information, insight and expert resources.
“No great man ever complains of want of opportunity.”
– Ralph Waldo Emerson
STEVE: Beyond yourself and your products and services?
DAVE: Yes. Beyond what an executive can get online, beyond what his company can provide, beyond what your competitor can deliver. To do this, I now coach sales reps to work closely with others to bring value to the prospect’s executives.
DAVE: Experts from the prospect’s industry, client base or non-competing business partners.
STEVE: Expert Access? (Shameless plug.) As a differentiator?
DAVE: Yes, because, chances are, your product or service is not that different from your competitor’s. There are too many products, too much hype, too little differentiation, too much discounting, and not enough emphasis on the sales rep. They have to exceed expectations. Top sales pros these days are veritable brokers of people, resources, and information - the other form of tender. This is a proven path to executive-level sponsorship.
At every step, winners add valuable information, insight, and expert resources.
“The man who does more than he is paid for will soon be paid more that he does.”
– Napolean Hill
Winners Aren’t Salespeople
STEVE: From a salesperson’s perspective, what do you consider one of the most important parts of winning the big sale?
DAVE: What if I told you that one of the most important parts of winning the big sale was not to be a salesperson.
STEVE: (scratches his head – rethinks Dave’s comment) – I’d be confused.
DAVE: I have a good reason for saying it. I’m not really saying you shouldn’t be a salesperson. I’m saying that to be a top sales professional, you have to be a businessperson, because businesspeople make the most effective salespeople.
STEVE: Define “businessperson” and how would a salesperson transform themselves into one?
DAVE: A businessperson is someone who can transcend the product or service she is selling to reach higher ground - the ability to understand, articulate and drive the contribution her business can make to the client’s business. What is the business value of your product or service? To communicate this to your prospect convincingly, you must be more than a sales rep. You have to be a businessperson and, using business competencies, view and present your offering as a medium for delivering business value.
Winners transform from salesperson to businessperson.
“When you're finished changing, you're finished.”
- Ben Franklin
Winners transcend products and services and articulate the contribution they will make to the client’s business. As the Strategic Account Management Association’s (SAMA) Lisa Napolitano put it, “At the top of the playing field, you are talking about a business manager.”
Transformation Traits and Behaviors
STEVE: What are some of the behaviors you’ve observed on proven sales winners who have successfully transformed themselves into top businesspeople?
DAVE: Being a businessperson not only means demonstrating the skills I’ve already described, such as the ability to read a financial statement, it also involves a way of thinking and being.
“I am the world’s worst salesman, therefore, I must make it easy for people to buy.”
- F.W. Woolworth
DAVE: Here are some of the behaviors and traits I have observed in sales winners - people I would also consider businesspeople:
• They know that if they give their customer what he needs, they will then get what they need.
• They make rational decisions, rather than allowing emotion to guide them.
• They follow orderly procedures and processes, rather than taking random actions.
• They plan for the future and have the discipline and motivation to execute that plan.
• They seek out the truth through insightful, probing questions, rather than blindly accepting what they are told.
• They accept responsibility for their own actions and for those who work on their behalf.
• They know how to use technology to improve not only their own but their customer’s business position.
• They work for a win-win solution, knowing that anything else will ultimately be lose-lose.
STEVE: That’s a lot of behaviors.
DAVE: If you don’t want your client to treat your product or service as a commodity, you have to differentiate your offering from your competitor’s. It comes down to perception. If your clients see you as just a salesperson, they won’t respect you the way they would someone they view as a businessperson.
STEVE: Why do you say that?
DAVE: Here’s how they think: A businessperson is a professional; a businessperson is there for the long haul. Salespeople are all the same, interchangeable; they’re just after a quick buck. This perception, common among top executives, is unfair, but it’s a fact of life. That’s why people who sell for a living adopt titles such as Marketing Representative, Business Development Manager and Client Acquisition Executive on their business cards.
Winners don’t battle perceptions, they change them.
“You are only as wise as others perceive you to be.”
– M. Shawn Cole
STEVE: Can you offer a specific tactic as an example?
DAVE: Consider joining the Strategic Account Management Association (SAMA), whose conferences, journals and studies provide information and insight on trends, issues and best practices in strategic and global account management.
STEVE: Sounds like a lot of personal development outside the normal workweek.
DAVE: First, accept the fact that you, and you alone, are responsible for your own personal and professional growth. No one is going to barge through your door and change you. You’ve already recognized that a change is needed. That’s the toughest step.
Winners know – “No one is going to do it for you.”
STEVE: Thanks Dave.
Now, the moment you’ve been waiting for:
“Veni. Vidi. Tiré a dos burros.”
“I came. I saw. I shot two donkeys.”
If you hadn’t figured it out earlier, the person with the public-speaking skill deficiency (some may suggest phobia) and fear of heights, the person who looked a lot like me and worked at the same place as me was …
Me. Hard to believe, I know. But, I confess.
However, after speaking with Dave and further “cerebrating,” I decided to follow the “Shoot the Donkey” principle of taking decisive action to remove all obstacles in the path of my personal development.
The Two Donkeys
I decided to shoot the “Public Speaking” and “Fear of Heights” donkeys at one time. I took Dave’s advice and decided to jump out of a plane.
Last Saturday I went to the local airport and told the jump instructor what I wanted to do and why I wanted to do it. His only question pertained to my checking account having sufficient funds.
It was a cold, brilliantly bright morning, and I knew, that if the worst happened and I didn’t land safely (i.e., splatted), that it was as good a day as any to migrate from the human mainframe. As I approached the plane, I must admit (humbly), I was stoic, incredibly brave and, as a hardened former soldier (MP), knew not fear, ever, until I climbed the first step up into the plane. Then I was mortified.
My hand shook so hard I thought Ohio was going through an earthquake equivalent to the New Madrid Quake of 1811. My pilot, an unkempt fellow with malodorously questionable personal hygiene, and with an exceptional command of four-letter words, assured me it wasn’t. He urged (pushed) me up the steps into the plane.
Then, a nanosecond later (or so it seemed), I was at the open door. Staring down into my oblivion. A drop-zone nightmare.
All this for a public-speaking phobia. What a moron. What had I been thinking of? Why didn’t I just stick to private speaking?
But then I remembered this famous Shoot the Donkey Insight …
“Our doubts are traitors, and make us lose the good we oft may win, by fearing to attempt.”
Taking Decisive Action
I courageously leapt (was pushed) into the openness. For a brief, magical moment in time, I was Superman. Weightless. Soaring. Flying. Then I made the mistake of looking down.
The ground flew up at me like a 101 mph fastball. But, being the graceful natural athlete I am, I managed to land on my stomach. This, miraculously, caused me to forget all about my fear of heights and public speaking, and made me realize the exceptional blessing of breath.
Yes breath. You take it for granted, don’t you? I did.
I bounced. I flipped. I rolled, with the manly grace of a ballerina. Finally, I stopped.
Removes All Obstacles
I’d done it. I’d actually done it. An exhilarating sense of victorious accomplishment swept over me. I’d fought the good fight, and won. I knew instantly, that without a doubt, I’d never be afraid to speak in public again. Never again would I tremble at a two-step flight of stairs. I’d been liberated from two crippling donkey phobias at once.
At that singular moment in time (9:57.23 a.m.), I decided that next year I was going to pick another phobia or personal deficiency and jump out of another plane and ruthlessly exterminate it.
And when I do, I’m going to insist that this time... the plane leave the hangar.
About Dave Stein
This Amazon.com business best-selling author of “How Winners Sell” is an internationally recognized sales coach and consultant who helps companies win large accounts in highly competitive sales environments.
The Stein Advantage, Inc.
69 Woodland Road
Mahopac, NY 10541
+1 (845) 621-4100
Web Sites: www.thesteinadvantage.com and www.howwinnerssell.com
About Steve Kayser
Steve Kayser is currently a Marketing and Business Development Manager for Cincom. In his spare time, Steve practices skydiving and speed stair-climbing.
To contact Steve, e-mail him at: email@example.com.