GE 169: Here’s How Ambition Tripled Their Revenue in just 6 Months and Scaled from a $1M to $10M Run Rate (podcast) With Travis Truett

Travis Truett Ambition

Hey everyone, on today’s show we have Travis Truett, CEO of Ambition, an enterprise-grade sales productivity platform inspired by Fantasy Football.

We talk about how Ambition was able to triple revenue in just six months, how they use gamification to show the amount of revenue employees are making and increase ROI, how they grew the to a 7-figure company via word of mouth and customer referrals, and what they do to have a negative churn rate.

Download podcast transcript [PDF] here: Here’s How Ambition Tripled their Revenue in just 6 Months and Scaled from a $1M to $10M Run Rate TRANSCRIPT

Episode highlights:

  • [1:59] – Ambition has nine people and started 2-3 years ago. They focused on larger companies, and the growth started slow, but they have tripled revenue in the past six months and scaled past the million dollar run rate, and now they have their sights set on the 10 million run rate.
  • [2:53] – Revenues are in the lower seven figures. They are focusing on product instead of rushing sales. Now they are looking at 7 figures and looking to 8.
  • [3:50] – They raised several seed rounds, and have taken some smaller funding checks.
  • [5:40]- As a startup they are trying to grow in a methodical and safe manner.
  • [6:16] – A case study for Ambition would be a larger organization with 100s of sales people that may want to drive sales and transparency. They create a scorecard for each role. There is accountability across all data systems. Then they deploy gamification and to set some goals. It’s also a fun way to drive sales towards goals and manage productivity.
  • [8:28] – They track when employees set records or hit a benchmark. They are experimenting with tools like Slack and tools that connect companies.
  • [9:16] – Employees log in. They see their score card and their daily, weekly, monthly goals. Then there is a competition widget with a score chart and projections. It shows overall ranking and productivity scores.
  • [10:19] – They charge $60 per person per month, with large company discounts.
  • [10:49] – They showed a logistic company that each employee was making about $425 of revenue a month, so they were seeing an ROI of 6x on Ambition.
  • [12:25] – The big goal for the rest of the year is to productize and upsell Ambition.
  • [13:00] – They have a negative churn rate. The product is focused on making an employee’s lives more fun. They focused on a harder sale of increasing the employee experience. When it increases employee satisfaction and success it spreads to departments and companies.
  • [15:18] – They can serve any metric based employee. Sales are the easiest segment to improve ROI, but they have already expanded into customer support and other areas.
  • [17:16] – Mid-market companies they focus on are in the 75 to 100 seat mark. This size gets a lot of benefit from scaling. A company with product market fit is a good fit.
  • [19:12] – Outsourcing customer success and support too early was one of the biggest struggles for Ambition. Which forced Travis to take ownership of customer support and success. Now he directly interfaces with customers and gets answers to really targeted questions and fix problems. He can systematically reduce support needs.
  • [20:58] – Chasing early partnerships too early was also a pain point. It was just way too early and they were over their heads.
  • [21:53] – Not taking vacations in the first two years is also a regret. Travis leaves the country every quarter now. He comes back refreshed and ready to roll.
  • [23:43] – If Travis could go back in time, he would learn to program earlier.

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Full Transcript of The Episode

Show transcript
Eric Siu: Read military history, and it's hard to go to bed stressed.

Speaker 2: Do you want to impact the world and still turn a profit? Then you're in the right place. Welcome to Growth Everywhere. This is the show where you'll find real conversations with real entrepreneurs. They'll share from their biggest struggle to the exact strategies they use on a daily basis. If you're ready for a value packed interview, listen on. Here's your host, Eric Siu.

Eric Siu: Before we jump into today's interview, if you guys could leave a review and a rating and also subscribe as well, that would be a huge help to the podcast. If you actually enjoy the content, and you'd like to hear more of it please support us by leaving us a review and subscribe to the podcast as well. Thanks so much.

All right everyone, today we have Travis Truett who is the CEO of Ambition which offers a Fantasy Football style approach to motivating sales teams. Travis, how's it going?

Travis Truett: Pretty good Eric, thanks for having me on.

Eric Siu: Yeah, thanks for being here. Why don't you tell us a little bit about who you are and what you do.

Travis Truett: Travis Truett, born and raised in Knoxville, Tennessee. I currently live in Chattanooga, Tennessee, where I started the company Ambition. A little bit about me, big rock climber, snow skier, avid traveler, avid reader. A little bit about Ambition would be, we actually got our start as Eric mentioned earlier, we literally almost as a joke adapted Fantasy Football to the work environment. Basically, allowing teams to organize, or allowing employees to organize into teams, compete week to week across seasons, going into a playoff, and it ended up being a big hit. We were able to drive a lot of growth and productivity within the company, and since then we expanded out to be an overall productivity platform with goals, and gamification, and score cards, everything.

Eric Siu: Awesome, that's great. How's the company today?

Travis Truett: Really well actually. We are 9 people. We are now, hit a lot of milestones in terms of ... We started this company about 2 and a half, 3 years ago. We've always focused on mid market, and larger companies. The growth has been slow in the beginning. Your product has to be at a certain bar to be able to serve larger customers.

Our first customer was 400 people, or 400 licenses, so a lot of learning there, but really what's been exciting is we been able to triple revenue in the last 6 months. We're scaling. We scaled past the million dollar run rate and have our eyes on what it looks like to go from a million to ten million. Couldn't be more excited about where we're at, what we've built, and the team that we're putting together.

Eric Siu: Awesome. What do revenues look like today? Just ballparks.



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Travis Truett: I would just say lower 7 figures. We've kind of ... It's been interesting. We focused on product for a very long time. It actually is in a lot of ways why we moved from ... We went out to Silicon Valley to participate in Y Combinator. We moved back to Chattanooga with the sole intent that it's cheaper and less distractions, and allows us to focus on product as opposed to rushing sales prematurely. What we've basically done is in the last 2 and half years, grown organically, word of mouth, customer referrals. Now we're at this point where we're looking at 7 figures and getting to 8. That's kind of where we're at today.

Eric Siu: Got it. How many rounds of funding did you raise?

Travis Truett: We raised a seed round and in modern times, what that really means is that we raised several rounds that kind of would be called a seed round. We raised $650,000 from Chattanooga investors. That was the first money in. Then we went out to the Valley. We raised what you would call our proper seed round from firms like Google Ventures and SV Angel and Redpoint Ventures. Since then, we've taken some funding, some smaller checks from people that have been really excited about our mission and that wanted to be part of the ride. We felt like there was a mutual fit there. That's kind of where we're at. At this point, we are basically just we grow with break-even profitability. We're still determining what it looks like to be either a series A company or a profitable company. A good place to be in, that's where we're at today.

Eric Siu: Yeah. The reason why I asked about the funding is I think a lot of companies or a lot of people think hey, I'm going to go raise a series A, move to the Valley, and move as quickly as possible, but you guys decided hey, we can take this one step at a time. We don't need to jump into things too quickly, right? Is that kind of the thinking?

Travis Truett: Exactly. I'll look at it as engineering. You have this classic problem of pre-optimization, of basically saying let's build a product, let's build an infrastructure, let's invest the time for where we want to be in 5 years. Obviously you need to focus on where you are today and where you need to get to tomorrow, next week, and next month. We do the same thing with our company and we basically said ... I think there are a lot of reasons as to why we maybe should be in Silicon Valley if we have 50 to 100 people and we're really needing to scale and take this global and hire world class VPs.

But at this point, as a start-up where we're working toward cementing product market fit, where we are in survival mode. Money is extremely important to us and we want to grow in a methodical and safe manner, then I think Chattanooga or a city like this makes perfect sense. I just look at it as stages, and just like how you want to hire a VP of sales for the stage of company you are today, I look at it as you want your start-up to live in a place that correlates to the scale of where you are today as a company.





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Eric Siu: I love it. Just so the audience can understand better around the business itself, can you share a case study of where a company has really used Ambition and taken off from there?

Travis Truett: Yeah, absolutely. A lot of times, the case study for Ambition really comes down to a couple of things. One is a larger organization that has several hundred sales people. They basically are just wanting to drive transparency and accountability. They're basically just saying hey look, we want to scale this company. We might be a little complacent. We might not have all of the visibility we need or we want. Growth solves all problems but now growth is starting to taper off, and we need to really get a better handle around our mechanics.

We go in. We deploy Ambition. Basically what happens is the executive team will build out score cards for each different employee role, so like account executives, SDRs, customer support, account management. Once they have these score cards, not only do they have the transparency and the accountability on a real-time basis across all of their data systems, so enterprise phone systems, CRM, revenue system, all of that, but they also have these ways to say okay, this transparency is showing us that our people are at here. We need to get them to here, so now let's deploy some gamification, let's set some goals, let's do everything in between.

Another common case study would be they just purchased something like Salesforce. They're wanting to drive adoption and utilization. Ambition is a more fun way to drive activity around a certain target or goal or system. I would say another target is saying hey, we are at 10 or 20 people. We figured out our system. Now we need to scale our system in a predictable way. Ambition basically allows us to build out these score cards, basically these success templates that allows us to manage productivity. Let's deploy this before it's too late and then scale, and actually scale in a way that makes sense and in a way where we're actually driving the right kinds of behaviors. That's pretty typical for us.

Eric Siu: Awesome. I love it. I heard a Slack sound over there. Do you guys integrate with Slack too?

Travis Truett: We do, actually. Sorry, I just closed that out.

Eric Siu: No worries, no worries.

Travis Truett: Yeah. We're actually doing some beta testing right now with Slack in terms of being able to pipe accolades from Ambition. We can track some really cool things like when employees are streaking on a benchmark. For example, hey you have hit your demo set for the week, benchmark of 10 for the last 14 weeks in a row, or you just now set the all-time company record for phone calls for a given day. You just won this challenge. All sorts of stuff like that. We're experimenting with Slack and Chatter and just being able to connect really cool, positive things that employees are doing to the outside world or to the company so that they can be recognized for their achievements.



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Eric Siu: That's cool. Is it more like a score board, because when I think about fantasy football, I think about selecting stars from each team and going head to head with people.

Travis Truett: Yeah. The way ... To be honest, Ambition is pretty multi-faceted. Basically what happens is a company spins up, let's say, acme.ambition.com. Employees log in. They basically see a score board/score card. Basically here is what I needed to do on a daily basis. Here's what I need to do on a weekly basis, monthly basis. We do a really good job of tracking leading indicators, lagging indicators, and then the cross section which is productivity.

Then from there, you basically have widgets. You'll have a competition widget of hey, you are in team alpha and you guys are playing team bravo. Here's the score chart. Here's the projections. You're 5 and 1, they're 2 and 3, so you should really win this game. At this current pace, you're going to be a second seed in play-offs. Walter showed goals. Hey Travis, by the way, your revenue target for the quarter is this. Then we'll show just overall stack ranking. Hey for the given day, your productivity score is this. It's kind of a multi-faceted, very holistic view as an employee of everything around their productivity, their activity, their engagement within a company.

Eric Siu: I love it. Okay. How does pricing work for something like this?

Travis Truett: It's pretty standard SaaS, basically per person per month. Our prices start at $60 per person. That basically gets you the whole platform, and obviously with contract length and company size, we're able to discount down from there. The exciting thing is we've been able to prove really, really strong ROI, which makes selling at a relatively high price point easier to do. We actually had a case study for a logistics company. That's kind of where we got our start. Basically, warehouses of people that are moving freight from point A to point B across the country. We were actually able to show that with their company, each employee was making about $425 of revenue on a given month, so basically they were seeing an ROI of 6x on Ambition, which was super exciting.

Eric Siu: Wow, okay. What does that number look like per seat?

Travis Truett: It's $60 per person per month. In a given company, so generally, our contract values are going to be a little bit bigger. Our sales cycles are going to be a little bit slower. Focusing on these mid-market and above companies, the best part about it is basically we sell, we integrate, and then they're customers for life. Our churn has been negative in terms of when somebody signs up for Ambition, generally it might be a department or a division. Then in 12-18 months, the entire company is on board.

Eric Siu: Wow, okay. You mentioned negative churn. Do you guys have any up-sells, cross-sells included?



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Travis Truett: That's actually something we're working on. Our product, one of the things that we have experimented a lot with in the past and we're really finally starting to build out the system in always the right way is basically how do we productize Ambition. How do we basically automate being able to get 10 people on? Then how do we up-sell into 100 people? How do we kick that over to on-site visits to get that up to 1,000? That's something that's ... What's exciting is that's really our big goal and project for the remaining half of the year. There's a lot of revenue to unlock there, which is exciting because again, a lot of our sales functions have been really, at this point, organic. It's been people reaching out to us and saying hey, what is it going to take to get our customer support department on, as opposed to us in a lot of ways doing what we need to do, which is just saying hey, by the way, let's get your customer service department on. We see that as a really good sign of things to come.

Eric Siu: Awesome. Okay, yeah. I was just trying to back up into ... Basically the question is how do you get into negative churn. Oftentimes people will talk about cross-sells, up-sells, and you guys are on your way there, but it's crazy that you guys already have negative churn. That's just a ... I guess the question would be what do you think is contributing to the negative churn you have right now. Is it just a great product?

Travis Truett: Yeah. I think it comes down to our product ... I would say this. It's kind of interesting. Our product is, when we built it from day one, we built it for the employee. We really focused on how do we make an employee's life in a lot of ways more fun. We go back to this motto we have, just basically life is too short for work to suck. If you think about it, the average American spends the majority of their waking life at work, and most of the time, their emotion toward their work ranges from misery to apathy. If we can move the needle just a little bit, then that's a really, really big deal.

We basically started with the rep and I think what this meant for us is that while sometimes it's easier to provide fancy dashboards for executives and managers because they're the ones that are writing the checks and they're the ones that, if you can sell them, then they'll champion it for you. We focused on a relatively harder sell and basically saying we're going to make this awesome for your employees. We're really going to be able to drive the employee experience at your company or increase your culture coefficient, which sometimes people shy away from that, but the right, progressive people, when they buy that, and their employees are really happy, their employees are literally talking about Ambition and talking about how it's changed the way that they view their role in the company and how they view how gamification gives them a clear path of what it takes to be successful here. Then it spreads through a company. It spreads to different departments and that's why we've been able to have more and more people that are already signed up basically say how do we buy more licenses.

Yeah I think it goes down to product. I think it goes down to philosophy and



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mindset. Not optimizing for high growth purely, but really optimizing on the experience. Again, going back to saying something earlier, the exciting thing is I still think that we've really only scratched the surface. We're still all potential energy. We're not even really realizing a lot of things that we have on our roadmap.

Eric Siu: I love it, and I love that you guys started with sales people first because it's very quantifiable. I'm imagining this would work for sales people, customer service people trying to bring down tickets, marketing people, too. What other roles does Ambition serve right now and what are you guys aiming to serve?

Travis Truett: Really, at the end of the day, any metric-based employee can use Ambition to basically better track their productivity and they can be more efficient. Our start is going to be more transactional, and site sales, because it's the easiest segment to prove ROI. With that said though, we've already expanded into field sales. We've expanded into customer support. We have several very large customer support departments all over the globe that are using Ambition. Customer success functions, account management functions. We have real estate office and insurance offices and it's been really, really cool to see. I think that what becomes really, really valuable is that going back to any metric-based employee, at the end of the day, most employees in the work force, they can basically say or at least their bosses can say if you do A, B, C on a daily basis and if you can achieve X, Y, Z on a monthly basis, then you're going to be successful in this company. More often than not, you're going to be successful.

Really with Ambition, if you boil down what we do, even if you strip away the really engaging aspects of gamification and of our goal system, it comes down to defining that success template for your employees. Then basically we're literally able to put employees on a graph and say if the X-axis is how hard you're working, and the Y-axis is how smart you're working on a per person basis, here's basically a graph showing your productivity. I literally imagine it as a Gartner Magic Quadrant, except you as an employee get to see where you're at. That just becomes this insanely powerful and intuitive visualization. Basically going back to your question, we have companies where you might have 12 different types of employees that are all able to be normalized and put on this graph. Really the sky's the limit there. It's really, really exciting.

Eric Siu: Great. I'm just going through my head right now. I think this is a no-brainer for everyone, but you guys are starting with mid-market right now. Just for the audience to know, what size is a mid-market company typically?

Travis Truett: Typically, for us, and everybody has their definition, I think that Microsoft would probably consider mid-market to be like 5,000 seats and up. Really for us, we look at it as the 75-100 seat mark is really our sweet spot just because we found that they get a lot of benefit because it's at that point where they're scaling. They're really, really figured out their repeatable process. They have the budget and the need to basically say it's really, really important for us to have a system in place for all these people. I would say overall though, to get success on Ambition, it really



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just varies.

Start-ups and SMEs are kind of a mixed bag. I would say that if you are a start-up or a small company that is selling a relative commodity in that it is a known entity. Basically it's just a matter of you're competing on price or you're competing on getting in front of people, and there's a system in place. You know what it takes. Then Ambition is going to work really, really well for you. If you are more of a product education sell or a solutions sell and you're really trying to figure out your market, figure out your positioning, then Ambition isn't going to work as well because basically, Ambition, if you know what it takes to be successful, Ambition is the perfect platform. If you're still figuring it out, then the gains are going to be marginal. That's where we found that mid-market works the best for us.

Eric Siu: Basically any company that has reached product-market fit, they're probably a good fit for Ambition.

Travis Truett: That was much more concise than what I just said.

Eric Siu: Cool. I want to go a little deeper here. Tell us about one big struggle you faced while growing this business or any business.

Travis Truett: Yeah. I'm actually ... You know, it's funny. I'm basically writing down any company with product-market fit can use Ambition. I love that.

Eric Siu: There's your headline for the home page.

Travis Truett: Exactly. Yeah, exactly. I would say, biggest struggles, obviously there's been so many. A couple that come to mind with Ambition would be number one, I would say we/I outsourced customer success and customer support too early. Really, I think our third hire was customer support/success. We kind of rolled it up into one hat. I think that it was a move of okay, this is efficient, let's go ahead and get somebody to own it. It just makes sense. Really what ended up happening was that our customer support person ended up leaving to start his own company, which is great, but what it forced me to do is basically re-own customer support and success, and basically remove the middle man.

What's funny is that this happened a while ago, and I can't even at this point, because again we're only 9 people, I can't even imagine hiring somebody again for probably another 5-6 hires because basically I've gone from hearing what customers are saying and needing from somebody to now directly interfacing with customers, asking really good and targeted questions around not only what are they saying but what are they needing. Myself being an engineer, half the time I'm able to go in myself, directly fix their problem, and then basically say is your problem fixed. Do you foresee any issues with this? No? Okay, done. I've basically been able to systematically reduce any kind of ticketing needs or customer chat needs always down to zero. I think that's been really important for us whereas when I look at our first year or 2, I kind of regret in some ways not owning it when I



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should have.

Another especially brutal pain point for me is trying to chase the holy grail, silver bullet, whatever you want to call it, of partnerships early and we had some really sexy partnerships. One in particular that I spent a ton of my time and energy and effort on, which was ... It was going to end up being this really big real estate play. We were going to have 600 real estate offices of this association on board on Ambition and it was going to be extremely lucrative. It was going to be this amazing deal that we could put together that we could leverage to anybody and everybody across the world in terms of large associations with hundreds, if not thousands, of members. We were just way too early. We were in over our heads. I basically wasn't focusing on individual customers. I think back and I just wish I could get like 3 months of my life back.

I would say those, and another thing I would say is that to each his own on this one, but I spent the first 2 years basically almost from a macho standpoint refusing to take vacations and basically just working pretty much close to 7 days a week. I learned that by actually forcing myself to, and to be honest to this day I would still consider them a workation, but by forcing myself ... Basically every quarter I leave the country. It might be for 3 days. It might be for 7 days, but I'll leave the country. I'll go to a place that is just insanely different and inspiring and new and out of my comfort zone. Every time I come back, I feel like my productivity is at an all-time high. I come back with new and fresh ideas. I come back just ready to roll. A big mistake of mine was thinking that to be successful, you have to work every day for years and years and years. There's some people that that's what they do, and it's worked for them, but for me, I've found that those breaks are insanely important.

Eric Siu: I totally agree with that, and that's something that I've been starting to do more and more of. I might have some questions for you after this, or it might even be another show, who knows.

Travis Truett: Yup.

Eric Siu: Yeah. I totally agree with that. I used to just work all the time, but even doing the workations can be a game-changer. Now I think one really important thing, talking about partnerships, I actually just have a friend that's just going gung-ho on partnerships right now for a company that he's at. It just makes zero sense to me right now because they haven't figured out how to grow their own thing. They haven't talked to customers enough to figure out how to take things into their own hands and control their own destiny, because when you're doing these partnerships, basically don't do things when they want to do things, when it'll be on their time and it has maximize benefit for them. I love you sharing that story and I think a lot of people need to take heed to that.

How old are you right now?

Travis Truett: 29.



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Eric Siu: 29, okay. What's one piece of advice you'd give to your 23-year old self?

Travis Truett: 23-year old self? That's a really good question. I'm a self-taught engineer, and if memory serves me correctly, I started to learn how to program at 25. To be honest, I would go back and ... I was very fortunate that at 23, I think I was living in ... At this time, honestly, I was living in Austria. I was rock climbing all over Europe. I've been very fortunate to have been able to travel, to live in some really cool places, to be able to do a lot of different things. I would say at 23, I wish I would have just learned how to program because my anecdote for that is ... I look at it as obviously, we are now surrounded by technology and it is only becoming more prevalent even though the saturation at this point has got to be close to 98%. Even if you don't program as a professional software engineer, just being able to understand and speak the language just opens so many doors. It opens up understanding. You're less afraid of change.

My brother, he's 6 years younger than me, so he is now 23, 24. I got him, I begged him and begged him and begged him, basically a complete broken record, very annoying broken record, to learn how to program. I think he finally picked it up at 20. He just graduated college. He's making more money than any of his friends. He has opened up so many doors. He's ... I don't know. I couldn't be more bullish on, for the majority of people out there, learning how to be quick, dirty, and dangerous with basic skills. That's probably what I would say.

Eric Siu: Cool. How did you teach yourself how to code?

Travis Truett: It was right before Code Academy came out, so I was actually probably one of the last people on the planet or at least in the United States to actually learn through reading books and not using something that's interactive and gamified. I think it was learnpython.org had some really good tutorials. Otherwise, I was literally just buying O'Reilly books and just going through exercises. The first month is terrible because you're just trying to remember the syntax. The first 3 months is frustrating because you have no clue how you're going to go from a glorified calculator game to a dynamic, interactive webpage, but 6 months, I feel like you are starting to do things where they have real world potential. Then a year goes by and you're starting to create basic things that are beneficial to you and your friends and family.

Now a couple years in, I feel like in a lot of ways, I could build, at least MVPs of anything I would ever need to. The power there is just incredible because I can remember having to go to computer science departments, before I learned how to program, and just beg engineers to join me or to work with me. That's brutal because every business guy's doing that. That was kind of the catalyst for me learning how to do it, and now I can't imagine not being able to have this skill.

Eric Siu: Follow up question to that, when you first started, let's say the first year, how many hours do you think you were spending a day?



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Travis Truett: I was obsessed. In a lot of ways, it was funny. It's probably the one thing in my life that I've put the most effort and energy into. Going through, it's just crazy to think that going through school, elementary, middle, high school, college, I wasn't really passionate about anything. I was a good test-taker. I knew how to get As and Bs, but I was just doing it to take a test and to pass a class. I never had the mindset of what am I going to get out of this, how is this going to better me. With programming, I don't know, I was at the point where it was just every night, every weekend, in the morning, on my lunch break, I was just constantly working through it.

The best part about it is that it's become so actionable. I will say that I dedicated a lot of time. It wasn't something that was 2 hours a week, and now you're going to be able to build a really cool websites. If it's your passion or if you're just serious about really having a foothold in the tech scene, you've got to do it. It's worth it. If you look at, for most positions, if you look at getting an MBA or taking that 3 years, whatever you want to call it, learning how to program, I seriously think that you would be a more attractive and more productive candidate to a company being able to be a business guy and program than having another degree.

Eric Siu: Totally agree with that. All right. What's one must-read book you recommend to everyone?

Travis Truett: Must-read book? You know it's kind of funny with that. I'm going to give you not a must-read book, but I'm going to say that I read a lot of history. Specifically, I read a lot of military history. The one thing I like about military history just as a genre is that as an entrepreneur, it is easy for me to go home and to be stressed out and to think about how much I hate my life or hate my sales pipeline or my competitors, whatever you want to call it. When you read military history, and you read about being in Verdun in World War I, you realize how ... You just reaffirm how insanely easy your life is and it just gives you perspective. I guess my answer to that question would be for any entrepreneur, read military history, and it's hard to go to bed stressed, which I think is a big net positive.

Eric Siu: Okay, and what's one book around that that you can recommend?

Travis Truett: One book around that ... Okay I just read this unbelievable book by Michael Herr, H-E-R-R, who actually recently just passed away. He was war correspondent for Esquire and he wrote this book called Dispatches. Basically it was him as a war correspondent in Vietnam for, I think, about 18 months, and it is an insanely good book, probably one of the better books I've read, especially from a correspondent's point of view. The way he writes is insanely raw but well written. A lot of really good analogies, really good metaphors. He actually ended up, I believe, co-writing both Apocalypse Now and Full Metal Jacket. It's hard. I honestly think that I stopped and cried maybe 2 times while reading it because it was just thinking about what these young men, 20 years old, were going through. I think about my problems and I'm just like, I have no reason but to have a smile on my face and just



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be the happiest guy alive.

Eric Siu: That's super powerful, and I actually just one-click ordered that, so thank you for that.

Travis Truett: Yeah. You're going to love it. When you're done reading it, call me, because I'd love to discuss it with you.

Eric Siu: Yeah, absolutely. Travis, this has been fantastic. A lot to take away from this. What's the best way for people to find you online?

Travis Truett: If you want to contact me, [email protected] is probably going to be the easiest way. My Twitter handle is @tdtruett. To be honest though, my Twitter game is pretty week. Then I would say if you're interested in Ambition, you want to learn more, I'd love for you to go to ambition.com, read more about our product, see our case studies. Then there's a big green "Schedule Demo" button where you can talk to either me or our sales team and get started.

Eric Siu: Awesome. Thanks so much Travis.

Travis Truett: Absolutely. Have a good one.

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