Hi, I'm Tyler Hazen.

I help business development reps
command their career growth

Are you ready to
own your outcomes?

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"I am the way, and the truth, and the life. No one comes to the Father except through me." - John 14:6

Your raw potential

You’re a future millionaire with big goals.You just need the right systems to reach them.When you follow a clear, repeatable process for outreach and influence, something incredible happens.You stop guessing, start growing, and position yourself for the promotions and opportunities you’ve been working toward.

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But seek first his kingdom and his righteousness, and all these things will be added to you - Matthew 6:33

2015 - 2020

The Job Offer That Didn't Exist (Until It Did)

Sifted, formerly VeriShip, is where my career in sales and business development began.I spent years in the trenches building lists, writing emails, and making thousands of dials.It was a foundational step in my career.But it almost never happened.

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For the wages of sin is death, but the gift of God is eternal life in Christ Jesus our Lord. - Romans 6:23

2020 - 2024

Why I Said Yes to Starting From Zero (Again)

Lojistic was a turning point.The mission was clear. Build a business development department from the ground up.That meant designing systems, creating playbooks, and leading by example.This was the moment I stopped doing business development, and started engineering outcomes.

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For it is by grace you have been saved, through faith—and this is not from yourselves, it is the gift of God - Ephesians 2:8

2024

The Lateral Move that Leveled Up My Playbook

Optimally was a shift in perspective.Stepping into a new industry vertical meant learning business process automation and how it could transform workflows.It was a crash course in discovery, solution design, and helping teams do more with less.The playbook I thought I knew changed in only six months.

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Therefore, if anyone is in Christ, the new creation has come: The old has gone, the new is here! - 2 Corinthians 5:17

2025 - Present

When the Next Chapter Found Me

At Reveel, I'm focused on building scalable revenue systems and leading strategic business development for our next phase of growth.I partner with a strong team to design repeatable processes that drive efficiency, enable execution, and keep our efforts aligned with long-term growth.And the best part, this opportunity found me.

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Therefore, there is now no condemnation for those who are in Christ Jesus - Romans 8:1

January 1, 2026

The Job Offer That Didn't Exist (Until It Did)

How I Got Started in Business Development

In 2014, I was working retail hours in the coffee industry, trying to build a future with the woman I planned to marry. I was proud of the work, but I knew something deep down. I wanted to shape my career around my life, instead of reshaping my life around my job.Little did I know at the time that business development would afford me that path.A good friend told me about a company he worked at called VeriShip, which is now Sifted. The way he described the work hit a nerve, in a good way. It sounded like a place I could really grow.There was just one problem.They were not hiring.Most people stop there. I did not. Not because I am special or better than anyone else, but because I wanted that seat badly enough to step out of what I thought was comfortable.

I decided to act like I already had the job

I did not have a warm introduction to leadership. I did not have a fancy resume. I did not have "business development" in my work history. What I did have was time on my days off, and a willingness to be told "no" until it turned into a maybe.So I committed to a simple plan.Every day off from retail, I got dressed in business professional attire and went to a Starbucks near VeriShip to cold call their VP of Sales.Yes, I physically showed up.I dressed as a business professional for one reason. If someone from VeriShip decided to bring me in on the spot, I wanted to be ready. That never happened, but being prepared mattered more to me than some of the looks I got.It changed how I carried myself and it kept me sharp. Most importantly, it made the possibility of earning a seat feel like it was within reach.For about a month, I kept at it. Cold calls. Cold emails. I also stayed in touch with my friend who worked in sales there. Not to pester him, but to keep momentum and stay top of mind.The goal was not to annoy them. The goal was to make it easy for them to remember me when a spot opened up.

The email that changed everything

On March 25, 2015, I received an email from the Director of Sales at VeriShip. After weeks of consistent cold calls and cold emails to the VP of Sales, she offered me a 15-minute phone call.That was my one and only shot.I treated that 15-minute call like a real sales conversation (to the best of my ability at the time). I focused on why I wanted the role, what I believed I could bring to the team, and how I approached work when I am accountable for the outcome.The conversation went well enough that I earned an on-site interview to take place on March 31, 2015.

The day before the interview

The day before the interview, I sent a quick email to the Director of Sales to confirm the scheduled time still worked for her.At that time, I thought I was just being polite.Little did I know I was practicing one of the most important habits in business development: confirming next steps and removing friction.The Director of Sales replied and confirmed, then sent me the agenda:- 9:00am Tour and interview with the Director of Sales
- 9:30am Interview with the VP of Sales
- 10:00am High level presentation for the Director of Sales and the VP of SalesThen came the part that raised the stakes.I was tasked to present a business topic of my choice, such as a current or former employer's offerings. I needed to present "in character" as if the Director of Sales and VP of Sales were my prospective client. I was told to assume they were leadership level stakeholders, like (C-Suite, VP-level) and that I had already completed a preliminary discovery meeting.

The bold option

I could have presented something safe. Something I knew well, like coffee.Instead, I took a calculated risk and chose to present their own offering, VeriShip.Why? Because if I was going to work there, I wanted to prove I could learn their world quickly, communicate it clearly, and bring a perspective that helped them sell.At the time, my knowledge was limited. I understood the core idea at a high level. They helped companies save money on shipping expenses. That was a good enough start.With the information I had, I tried to connect what they did to who might need it.I printed out a lead with the CEO's name and email I believed did a lot of business with UPS, and brought it with me.My logic was if their value was cost savings tied to shipping, then a company shipping at volume could be a fit. I wanted to show that I could think in terms of their ideal customer, so I brought what I thought was a real prospect into the room.Was it perfect? Probably not. Was it memorable? Absolutely.More importantly, it helped me validate I could do this job.

The offer

Shortly after the interview, I sent an email to the VP of Sales and Director of sales thanking them for their time investment in me that morning.I did not know what would happen, but I hoped I had done enough to earn a chance.Then, around 4:00pm that same day, I got a phone call from the Director of Sales.She told me I would be receiving an offer letter shortly.I was overjoyed. Not just because of the job, but because of what it meant. This was proof that consistency and initiative can change anyone's life.The official offer letter arrived in my inbox soon after. I started in April 2015.That moment was pivotal for my career and for my life. And it changed the trajectory of what I believed was possible.

Action Items for You

If you're on the fence about business development, here is what I want you to understand.This path rewards people who are willing to be uncomfortable early.It rewards preparation, follow-up, and ownership.You do not need the perfect background to start (or stay, if you're currently in the role).All you need is a willingness to do what most people will not do, and do it with consistency.

A simple playbook you can steal

If you want to break into business development, here is a practical approach you can apply right now.1. Find a company you REALLY want to work for
Do not spray applications everywhere. Pick a company that you care about. Caring helps you stay persistent when you do not get an immediate response.2. Do research on LinkedIn and identify the hiring manager
Look for titles like Chief Marketing Officer, Chief Revenue Officer, VP of Sales, Director of Sales. In smaller companies, it might be a Founder or President.3. Cold call and cold email them to land the interview
Keep it respectful, concise, and consistent. Your goal is not to "convince" them in one message. Your goal is to start a conversation.4. Once you get the interview, confirm the date and time
A short confirmation message the day before reduces friction and shows professionalism. It also shows how you will operate as a rep.5. Research the hiring company and what they offer
You do not need to become an expert overnight, but you do need to understand:- What problem they solve
- Who they solve it for
- The outcomes they deliverBonus: It's smart to understand the hiring manager's background6. Identify who their ideal customer might be
Look at their website, case studies, reviews, and job postings. Pay attention to the kinds of companies they talk about, and roles they sell to.7. Research a potential prospect and bring it to the interview
Pick one realistic company that fits their ICP (Ideal Customer Profile), then bring a short summary of why they fit, what pain they might have, and what you would say to earn a first meeting. This isn't a requirement, but you'll earn major bonus points.8. Be ready to present
If the interview includes a presentation on a topic of your choice, consider presenting their own solution. It demonstrates learning speed, customer empathy and confidence.9. Send a thank you email and confirm next steps
Thank the hiring managers for their time, and highlight one or two specifics from the conversation. Restate your interest, and ask what the next step and timeline looks like. Business development is follow-through. Start showing that now.

A Final Thought

I did not break into business development by being the most qualified person on paper.I broke in by acting with intention before I had permission.If you are on the fence, let this be the push. Pick a company, do the research, and start the outreach. The worst case is you get ignored for a while. The best case is you change your career with one decision to keep showing up.If you want help building your outreach plan, your interview prep, or your personal business development system, that is exactly what I share in my newsletter each week.

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For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. Romans 1:16

January 1, 2026

Why I Said Yes to Starting From Zero (Again)

Building Business Development

By the time 2018 rolled around, I was no longer "new" to business development.I had learned what it takes to earn meetings, keep momentum, and build trust when you are asking prospects for their time. I had also learned something invaluable: what happens when outside capital enters the picture.Because our team had produced such rapid growth, VeriShip went through a private equity transaction in 2018, and I stayed.I did not stay because I thought it would be comfortable. I stayed because I was curious.I wanted to see what changes and how decisions get made when timelines are attached to someone else's investment. I wanted to see how companies optimize when growth becomes the focal point. I wanted to experience how leadership balanced long-term vision with short-term execution. That period in time taught me a lot about alignment, accountability and discipline.Then an opportunity showed up that changed everything.

The competitor

After about two years observing the acquisition process, I had an opportunity to join a direct competitor, Lojistic.I'd be lying if I said the thought of taking that opportunity didn't scare me. Fleeting doubt entered my head often and I’d ask myself questions like “Will I be able to apply what I’ve learned to do this job?”

Building business development without breaking what was already working

When I started at Lojistic, my objective was clear.Provide proof of value.In other words, it was my mission to make a case for business development with real outcomes. I was building the plane while it was in the air, and I had strong support from leadership to get the pipeline engine humming.One thing surprised me quickly. They already had a great process.That's not always the case when someone says, "Come build this."Their existing process had contributed real success, which changed my job from "overhaul" to "bolt on".Side note: If you walk into a business and immediately try to replace everything, you create resistance, confusion and a lot of wasted time. The better move, especially early on, is to identify what works, and optimize for the outcomes you want.So that is what we did.We designed and bolted on a business development function that fit what was already working.

Cross-Functional Collaboration

People often mistake business development as a role that makes cold calls or sends cold emails.That is part of it, but real leverage comes from the system behind the rep.At Lojistic, I was fortunate to work closely with three key partners:- The Co-Founder
- The Director of Marketing
- The Salesforce AdministratorThat trio gave me the context I needed to build the function I was tasked with right away.I needed to understand the current process, not the version written on a slide deck. The real process.What was driving inbound interest. How leads were being handled. Where deals were coming from. What information mattered. What broke down as volume increased.Then we made the business development layer feel like it was always there.We clarified definitions and built reporting to support the needs of the business.This collaborative approach created early wins, and early wins created belief.

Proof of value

When my primary objective was proof of value, a predictable, repeatable system was crucial.We focused on clarity, who we were trying to reach, why they should care, what problems we solve, and what outcomes the prospect was ultimately looking for.Once everything was dialed in, we were able to create feedback loops that enabled us to improve on new iterations.There was not one big decision, but a lot of small, consistent decisions that produced momentum.

Growing from one person to a team of four

Once the Co-Founder saw the value, we grew the team beyond just me.I recruited four great people to join the new business development team.We were small, but we were ab le to draw interest from some of the biggest brands out there. Between the clear process and consistent execution by the team, we were able to achieve growth.

Stepping into Revenue Operations

After three years, I was approached with an opportunity to head Lojistic's Revenue Operations function.In hindsight, it was not a random pivot. It was a natural progression.When you build a business development team from scratch, you get pulled into everything that touches revenue. Systems, process design, data hygiene, handoffs, enablement, reporting and forecasting.Over time, I became heavily involved in the tech stack, which stretched my mind in a new direction. I started thinking less like a rep, and more like an operator. I started seeing revenue as a system, not a department.That is what RevOps is really about. Enabling revenue departments to run in sync with each other.For me, it was rewarding in a different way.Business development is high intensity. It's the front lines, rejection, resilience etc.RevOps is leverage. It is building the environment that makes performance repeatable.Getting the opportunity to do both in the same company is rare, and I'll never take that for granted.

Action Items for You

If you're reading this and you are a business development rep or you are trying to become one, here are a few takeaways you might consider throughout your career journey.1. Treat every role like you are building a business case
Even if you are not asked to "prove value," you should operate like you are.An entrepreneur I have the utmost respect for once shared a piece of advice I'll never forget: Be invaluable.Pick a metric that matters. Track it. Improve it weekly and make your impact visible.2. Activity is not equal to progress
More activity is not always better. Better activity is better.Build a learning loop. If you are getting objections, study them. If you aren't getting replies, adjust your targeting and message. If meetings are not converting, tighten qualification.3. Build relationships with people who make your work easier
The best reps are not lone wolves.Partner with marketing. Learn from operations. Keep your CRM updated. Build relationships with the people who manage systems, data, and processes.4. When you join a new company, approach change with caution
You were likely not hired to impress people with a big change. Your job is to create outcomes.Start by understanding. Then design a bolt-on that fits. Earn trust through results, then improve the system over time.5. Document everything you wish someone had taught you
If you want to lead one day, start acting like a leader now.Write down what works. Build templates. Create a repeatable onboarding path for the next person. This is how you turn personal skill into team performance.6. Confirm next steps like your career depends on it
Because it does.Whether it is a prospect or an internal stakeholder, confirm the next step, the date, the time, and the owner. That habit alone will separate you from most reps.7. Start thinking like an operator earlier than you think you should
If you want to grow beyond a business development rep, learn how revenue actually works.Pay attention to handoffs. Data. Process. The "why" behind decisions. Your curiosity will open doors.

A Final Thought

My transition to Lojistic was an opportunity to build a vision, test it in the real world, then grow a team.It taught me that the best business development functions are not loud. They are consistent. They are measurable. They fit the company. They earn trust through outcomes.And it taught me that if you keep learning the system behind the role, you can grow into opportunities you did not even know existed when you started.That is the real promise of this career path. Not just better numbers, but a bigger ceiling.

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For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. Romans 1:16

January 1, 2026

The Lateral Move that Leveled Up My Playbook

From RevOps to Account Executive

I had been in a Revenue Operations role for about a year when my phone rang.On the other end was the former CEO of VeriShip.After the acquisition, he had started a new company called Optimally, and he was building. New team, new market, new everything. He called to ask a simple question that carried a lot of weight.Would I be interested in joining their sales team to help grow the pipeline for business process automation?It was exciting, and slightly scary.Since 2015, I have known one world. I knew how to sell into it, how to talk to the right stakeholders, how to navigate objections, how to create urgency without forcing it. I had developed instincts in a very niche industry.This opportunity was different and it meant stepping into the unknown.It also meant working with former colleagues again, people I trusted and solved problems with not long before.Without hesitation, I jumped at the offer and accepted the challenge.

Why it felt risky, and why I said yes anyway

I was leaving an industry I knew very well, and walking into business process automation. A space with different problems, different language, and different expectations. That is the part people underestimate when they talk about "career pivots."The pivot wasn't just learning a product.It was learning a new set of buyer priorities, constraints, and how value is measured.There was a second layer.I agreed to step into an Account Executive role.Not business development. Not RevOps. Not enabling someone else's process.I was responsible for running a sales cycle for people who need to automate business processes.That meant discovery, qualification, alignment, demos, pricing, and closing new business, not just feeding that cycle.The fear was real, and I had one week from my start date to figure it out before going live.

What made the transition smoother than I expected

Here is the part I didn't anticipate.Taking on an Account Executive role was a much smoother transition than I expected.I think it came down to how RevOps had rewired my brain.When you look at revenue through the lens of systems and processes, you stop treating sales like a performance. You start treating it like a sequence of events to truly help the prospect achieve the outcome that solves their problems.You'll start asking different questions:- Where does demand actually come from?
- What is the fastest path from interest to decision?
- Where do deals stall out and why?
- What information reduces risk for the buyer?
- What steps create trust, and which ones create friction?RevOps forced me to think in cause and effect.So even though the industry was new, the structure of the job felt familiar. It was still about diagnosing problems, aligning stakeholders, and making the next step easy for the prospect.

The advantage I had, and why every AE should want it

At Optimally, I had a unique setup.I was paired with a Solutions Architect who was well-versed in the technical side of systems and process automation.That partnership mattered more than most people realize.In complex sales, buyers are not just buying a product. They are buying confidence and risk avoidance.My job was to lead the commercial conversation. The Solutions Architect helped translate the technical reality into something the buyer could trust.We moved fast because we were balanced.I focused on outcomes, urgency, stakeholders and decision process.She (the Solutions Architect) stayed focused on feasibility, integration, implementation and what "good" looked like technically.When that pairing works, the prospect feels it immediately.It creates momentum because the conversation stops being theory and becomes real.

The pace was fast, and people needed what we offered

The pace at Optimally was intense in the best way.People had real problems. They were trying to reduce manual work, eliminate bottlenecks, and create repeatable operations. When a solution is tied to efficiency and clarity, the pain is easy to understand.That does not mean the sales process is easy.It means the value is easier to explain, and urgency is easier to justify. Especially when the buyer can connect the dots between broken processes and real costs.I learned a lot in a short period of time.New industry, new buyers, new product and a sales cycle I was accountable for. It was a lot to absorb, yet it was a blast.

The Layoff

Like any startup, there are tough decisions that have to be made sometimes. After six months, I was laid off from my role so the company could recalibrate.I have no hard feelings, and I understand why it had to happen.If you have spent any time around early-stage companies, you know this is part of the deal.What surprised me most was not the layoff.It was the perspective I had afterward.I learned more in that six month time frame than nearly any other moment in my life.Not because it was comfortable, but because it demanded everything. Adaptability, humility, speed, communication, and ownership.

Action Items for You

This chapter of my life came with a set of lessons I'll carry with me for the rest of my career. Hopefully you'll find value in a few, too.1. A pivot is easier when you bring a transferable system
Industry knowledge matters, but systems matter more.If you know how to manage a sales process, you can ramp in almost any category. The product or buyer may change. The process fundamentals do not.2. Pairing technical talent is a cheat code
If you ever get the chance to sell alongside a strong Solutions Architect, treat it like a gift.Do not throw them into calls without alignment. Prep together. Decide who owns which parts of the conversation. Debrief after calls.The buyer feels a tight partnership immediately, and trust increases.3. Fast pace is only as good as the feedback loop
When things move quickly, you need a process that keeps you grounded. After every conversation, here's a handful of questions you should ask:- What did we learn?
- What confused the buyer?
- What created urgency?
- What slowed momentum?
- What is the next step, and who owns it?This habit will improve your results more than any tactic.4. A layoff is not always a verdict, sometimes it's a gift
Being laid off is painful, even when you understand the reason.But it shouldn't define you.If you learned new skills under pressure, you didn't lose time. You gained leverage.5. Leave every career chapter with gratitude
Avoid bitterness. This is a long game.Protect relationships. Be gracious. Stay connected. Keep your reputation clean.You never know when the people you worked with will open the door to your next opportunity.

A Final Thought

My move to Optimally was a leap into a new industry, and a new level of responsibility.It stretched me, taught me and reminded me that growth rarely feels safe while it's happening.Even though it only lasted six months, it gave me something I still value today.That experience validated that I can learn fast, sell outcomes, run a full-cycle and handle uncertainty with my head up.If you are on the fence about jumping into a business development or sales role, take the leap.You don't need certainty to succeed.All you need is a system, a willingness to learn, and the courage to step into your future self.

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For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. Romans 1:16

January 1, 2026

When the Next Chapter Found Me

The Job Board

On November 1, 2025, I was laid off.I wish I could tell you I responded with a calm, clear, and a perfectly organized plan.I did not.I did what a lot of people do when the ground shifts under them. I opened LinkedIn. Then Indeed. Then LinkedIn again. I scrolled and refreshed like the next answer was hiding between job postings.The first few days were rough.I was processing what had just happened, and I had no real progress on leads that matched what I thought I wanted. No plan, just the pressure of uncertainty and the quiet fear that shows up when your routine disappears overnight.I knew one thing for sure. I had to figure it out.

No Turning Back

At that point, I was convinced I did not want to go back into the parcel spend management space.Nearly ten years is a long time to spend in one industry, even if you are good at it. I had just spent six intense months learning a new industry at Optimally, and I wanted to keep going. I wanted to stay on the automation path, leverage the new skills I had just built, and keep expanding into something new.So that is what I pursued.My focus became simple. Find a role in automation, keep learning, and keep moving forward.Then my phone rang.

The Wednesday Phone Call

The Wednesday following my layoff, I got a phone call that shifted the entire direction of my search.It was the VP of Sales from my VeriShip days.He was not longer at VeriShip (now Sifted). Over the years, he had taken on different ventures, helped companies grow, and built a track record I deeply respected. Now he had landed as the Head of Sales at Reveel, and he heard about the layoffs.He called because Reveel needed someone to oversee their business development team.He shared the growth signals they were seeing. He talked about the team they were putting together. He talked about building something that could scale with intention, speed and the right foundation.And I remember thinking, this is a real opportunity, even if it is not the one I thought I wanted.

Relationships Over Job Boards

Here is the truth.I was still pretty certain I did not want to go back into that space.But it was my first real lead. It came from someone I trust, and from someone who had seen me operate when stakes were high. Out of respect, I kept the conversation going.Then something happened that I did not expect.The more I heard about the role, and the more people I met on the team, the clearer the vision became. It was not just "come do the job." It was "come build the next version."I could see where they planned to take things, and I wanted to be a part of it.There was a shift in my mindset.I stopped thinking like I was hunting for a job to make ends meet. I started thinking like I was being invited into a new adventure.And I said yes.

What I Can and Cannot Share

Because I am still employed with Reveel as of this writing, I won't share the details of how we are scaling, or the play-by-play of what is happening behind the scenes.What I can share is this.A year into the role, we experienced significant growth.We took what was already working and poured gasoline on an already-hot fire.We optimized processes. We added headcount to the business development team. We hit our pipeline targets with a month to spare.That is not a small thing.If you have ever led a team, you know pipeline targets do not get hit because people "try hard". They are achieved because the inputs are clear, the coaching is consistent, the systems support the go to market strategy, and the team believes the plan will work.This experience has been rewarding for the same reason my best chapters have been rewarding.We are building. We are learning. We are growing.

Action Items for You

If you're early in your career or unsure about taking the leap into business development, here are the lessons from this transition that might help.1. The week after a setback is about stabilizing, not solving your entire life
When something like a layoff happens, your brain wants immediate certainty.Give yourself permission to sort out your well-being first.Sleep. Movement. Healthy food. Routine. A simple daily plan.Only then can you start making strategic decisions.Momentum is medicine.2. Your next opportunity
Job boards can work, but relationships move faster, and they come with context.The call that changed everything for me did not come from a cold application. It came from someone who knew my work, trusted my character, and understood the role.If you are building a career in business development or sales, you are building a network, whether you realize it or not.3. Industry is not always the answer
I thought the right move was staying in automation because it was new.What mattered more was the role, the team, the trajectory, and the chance to build something incredible.Sometimes the best next step is not the newest category, it's finding the best platform for growth.4. A Job is not a Mission
A job is a set of tasks.A mission is a direction you believe in, with people you want to build with.When the vision is clear and leadership support is real, the work becomes energizing. That energy shows up in performance.5. Growth comes from focus, not complexity
When we hit our pipeline targets early, it was not because we invented something magical.It was because we simplified the go to market motion, tightened the process, coached regularly, and created clarity around what "good" looks like.Most teams do not need a complete overhaul. They need alignment, consistency, and a system that supports execution.The same is true for individuals. If you're not operating within a personal system, outcomes are missed and execution feels chaotic.6. Raise your own bar
Being around strong leadership raises your standards.It forces you to communicate better, plan better, and operate with more discipline. If you want to grow, choose environments that demand more of you, then you'll rise to meet it.

A Final Thought

As of this writing, we are looking to add headcount to our business development team going into the 2026.Even if the role is not posted, I am always looking for top talent. People who are willing to make the leap into business development, or people who are ready to level up their career with higher standards and bigger responsibility.If that is you, I want you to read this first.I wrote a full article on how to land a role at a company with no job postings.Here is the link: The Job Offer That Didn't Exist (Until It Did)Because sometimes the best opportunities are not waiting on a job board.Sometimes they show up in a phone call on a Wednesday, and the only question is whether or not you are ready to take the leap.

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For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. Romans 1:16

January 9, 2026

Why You Need Systems, Not Resolutions

It’s January.Your social media accounts are full of motivation, goal-setting frameworks, vision boards, etc.You have hope, yet you know what will probably happen next.
Your goals quietly fade before February arrives.It’s not because you’re lazy or lack discipline. It’s because motivation is simply a terrible foundation for consistent performance.I learned this the hard way in my first year as a BDR. I set aggressive goals. Hit my numbers in January. Fell apart by March. Spent April trying to catch up. The cycle repeated until I figured out what actually works.Systems beat resolutions every single time.

The Problem With New Years Resolutions

Every January, reps tell themselves some version of this:"This year I'm going to make 100 calls a day.""This quarter I'm going to achieve 120% of quota.""I'm going to be more consistent with follow-ups."Those sound like goals, but they are really just wishes with a deadline.There is no structure. No process. No fallback plan for when motivation fades or life gets messy.So what happens?Week one felt great. You’re energized. You make the calls. You send the emails. You update your notes constantly.Week two is harder but you push through.Week three, something breaks. A deal goes sideways. You get sick. You get pulled into meetings. The routine cracks.By week four, you are back to your old habits, telling yourself you will restart on Monday.This is not a discipline problem. It’s a design problem.

What a System Actually Looks Like

A system is not a goal. It is a repeatable process that produces results even when you do not feel like doing the work.Here is what I mean.In 2020, I was tasked with building out a business development function from scratch. I did not have a team yet. I just had a target and a lot of uncertainty.I could have set a resolution like "book 50 meetings this quarter" and hoped for the best.Instead, I built a system.Every morning, I blocked 90 minutes for revenue generating activities. No exceptions. It didn’t matter if I felt motivated or not. The time was protected.Inside those 90 minutes, I followed a simple cadence:- 30 minutes: Research and build a target list
- 60 minutes: Outbound calls and emailsThat was it. Simple. Repeatable. Boring, even.But it worked.Within three months, I had proved enough value to justify growing the team to four people. We started drawing interest from major brands, not because we were more talented than other teams, but because we had a process that kept running whether we felt like it or not.

The Difference Between Goals and Systems

A goal is an outcome you want at a single point in time. A system is a continuous process that creates outcomes.Goals are useful for direction. Systems are useful for progress.Here is how that looks in practice:Goal: Achieve 120% of quota this quarter.System: Make 50 targeted calls every Monday, Wednesday, and Friday. Log every conversation with clear next steps. Review pipeline health every Thursday at 2pm.Goal: Improve Discovery Call Conversion by 5%System: Record every discovery call. Listen to one discovery recording per week. Write down one thing to improve. Practice that thing on the next three discovery calls.Goal: Begin each day with zero overdue tasksSystem: Set a task for every conversation before you move to the next one. Block 30 minutes at the end of each day to update the task backlog.See the difference?The goal tells you where you want to go. The system tells you how to get there, step by step, even on days when you do not feel like moving.

If-Then Playbooks Make Systems Bulletproof

The best systems I have seen do not rely on perfect conditions. They account for reality.That means building in flexibility for when things go wrong, because they will.Here is how that works.If you miss your morning outbound block, then do 45 minutes at lunch and 45 minutes at the end of the day.If a prospect says "not right now," then send a two-option next step and log a follow-up task with context.If you get three "no" responses in a row, then review your messaging and adjust one variable before the next batch.These If-Then rules remove the guesswork. They tell you exactly what to do when the plan does not go perfectly, which is most of the time.

Action Items for You

You do not need a complicated framework. You need a few decisions that you stick to.Here is a simple way to start:1. Pick one activity that drives results
For most BDRs, it is outbound calls or emails. For AEs, it might be discovery calls or demos. Whatever moves your number, that is your anchor activity.2. Block time for it every day
Not "when you have time." Scheduled, protected time. Put it in your calendar like a meeting and treat it like one.3. Create a checklist for that block
What happens during that time? Research? Calling? Logging? Write it down. Follow the same cadence every time.4. Set up If-Then rules for when you get off track
What happens if you miss the block? What happens if you get rejected five times in a row? What happens if a call goes poorly?Decide now, so you do not have to decide in real-time.Quick tip: You don’t need to spend a lot of time thinking through all scenarios. Find patterns of what occurs most often and start there.5. Log everything immediately
Do not wait until the end of the day. Update notes, set tasks, and confirm next steps right after the call.This is not busy work. This is how you keep the system running without relying on memory.

A Final Thought

Motivation gets you started. Systems keep you going.I’ve had weeks where I didn’t want to make a single call. Personal stuff. Bad news. Rejection fatigue. Whatever.The system didn’t care. The calendar block was there. The checklist was clear. I showed up, followed the process, and the work got done.That’s the point.A good system works when you don’t. It removes the need to “get motivated” because the decision is already made.So set a resolution if you want.But don’t stop there.Turn it into a system: daily actions, protected time, and If-Then rules for the hard days.Log your activities so you can see what’s working and what isn’t.Your resolution might fade by February. Your system will still be running in December.

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For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. Romans 1:16

January 16, 2026

Why Messy Tech Stacks Hurt BDRs

If you're a BDR, you've probably felt this before.You open the CRM and something's off. A lead shows up without context. A task didn't fire. A follow-up never triggered. Nothing is officially "broken," but your day feels harder than it should.Most BDRs assume this is just part of the job.It's not.What you're experiencing is the cost of a tech stack that wasn't built on a strong foundation.

Tech stacks are like building blocks

One or two is easy. Add a few more and everything still looks stable. But without the right base, the tower doesn't collapse all at once. It’ll lean, wobble and eventually, the person closest to it feels the impact first.That person is usually the BDR.

The real cost isn't the tools, it's unplanned friction

When teams add tools without thinking about how they work together, the impact shows up in small ways:Manual data entry that shouldn't exist. Duplicate records and unclear ownership. Conflicting instructions from sales and marketing. Reporting that doesn't reflect real effort.Individually, these issues seem minor. Collectively, they slow everything down.Here's what that looks like in practice.A website lead submits a "Get a Demo" form Tuesday night. By Wednesday morning, you have no idea what they downloaded, which email sequence was triggered, or if someone else already reached out. 30 minutes of detective work later, you’re already behind your competition.That friction compounds fast. Less time selling. More time fixing problems no one owns.

Why adding "one more tool" usually makes things worse

When something feels broken, the instinct is to patch it.Add a sequencing tool. Add a reporting layer. Add another workflow to compensate.But every new tool introduces another integration which often means another place where things can break. Instead of reinforcing the foundation, tech keep stacking higher.From the outside, the system looks sophisticated. From the inside, it feels fragile.

What a strong system actually gives BDRs

A well-designed system does something simple but powerful. It removes guesswork.When sales, marketing, and operations work from the same source of truth, leads arrive with context. Follow-ups trigger when they should. Activity maps to desired outcomes. Performance conversations get clearer.Some teams consolidate around unified platforms. Others invest heavily in integration layers. What matters isn't the specific approach.It's intentional design over tool count.For BDRs, that clarity changes the job entirely.

Clean systems accelerate careers

The truth is, clean systems won’t magically make you better. They make your signal clearer.When data is consistent and handoffs are predictable, you can see what’s working and why. You can compare messages, segments, and cadences without guessing.You spot bottlenecks like slow speed-to-lead, weak lead sources, or broken routing before they negatively impact your outcomes. That’s the shift from “doing a lot of activity” to running a process.Here’s what most BDRs overlook: when you can explain what’s driving outcomes, you stop being seen as an activity driver and start being viewed as an operator. You spend less time fixing data and more time recognizing patterns, and that’s the skill that earns trust with AEs, credibility with leadership, and eventually bigger roles.

Action Items for You

If you're a BDR and you don’t have the luxury of a unified platform, here are a few things you can do right now to protect your performance and your sanity:1. Start tracking where your time actually goes
For one week, log every time you have to stop prospecting to fix something in the system.Duplicate lead? Log it. Missing context on an inbound? Log it. Manual data entry that should be automated? Log it.You're not doing this to complain. You're doing it to build a case.When you bring specific examples to your manager, you're showing them what you see every day.2. Protect your reputation by documenting everything
When a lead falls through the cracks because the system failed, make sure there's a record.Send a quick follow-up email summarizing what happened and what you tried. Keep a paper trail.If performance reviews roll around and numbers look off, you'll have proof that you were doing the work even when the tools weren't cooperating.3. Learn how the systems actually connect
You don't need to become a systems admin, but understanding how data flows between your tools will make you more valuable.Ask your RevOps team how leads get routed. Ask marketing how scoring works. Ask your manager what reports they actually care about.The more you understand the system, the faster you'll spot where it's breaking and why.4. Partner with your CRM admin to fix the process
If your stack is creating daily friction, resist the urge to build your own workaround.Take the issues to the person who owns the CRM (CRM admin or RevOps). Bring specific examples: missing lead context, broken routing, tasks that don’t fire, duplicates.Then ask for 1–2 fixes that save the most time, like updating routing rules, cleaning duplicate logic, or repairing workflows so follow-ups trigger correctly.Small changes add up fast.5. Ask better questions in one-on-ones
Instead of saying "the tools are broken," try this:"I'm spending about four hours a week fixing data issues. If we could automate that, I'd have four more hours to prospect. What would it take to prioritize that?"Frame the problem in terms of outcomes, not frustration.6. Remember that clean systems create career momentumThe BDRs who get promoted aren't always the ones with the highest activity.They're the ones who can explain what's working, what's not, and what should change.If you're documenting friction and bringing solutions, you're already thinking like a leader. That's what gets noticed.

A Final Thought

I've built business development teams in messy environments and clean ones.When BDRs are stuck dealing with broken systems, they burn out.When they're operating inside systems that actually support them, they grow.If you're reading this and nodding your head because you can relate, I want you to know something.You're not broken. The system is.And the fact that you're noticing it means you have a chance to do something about it.Start small. Document what's not working. Bring it to the people who can fix it. And if they won't listen, find a company that will.Because the best BDRs don't just work harder. They work in environments that let them be great.You deserve that.

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For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. Romans 1:16