increase sales but don’t have a big brand or big budget?” True, Salesforce.com was always very well-known in the Bay Area and in the startup world. But when we began building the outbound sales team and targeting the “Fortune 5000” in 2003, very few large companies outside of California had heard of Salesforce.com. Nine out of ten times when we called a prospect, they asked something along the lines of, “Do you do outsourced sales for customers? Or do sales recruiting?” Shelly Davenport, my manager at the time, and I had an interesting design challenge: to create an outbound sales process that would succeed without any money or marketing support and at a company that was pretty much unknown in the Fortune 2000 market we were growing into at the time. This was also just after the dot-com bust, and trust of anything “.com” was at an all-time low. Also, software-as-a-service was NOT yet accepted by large companies as a viable option. Gartner, a famous technology research firm, was still writing big reports about how Salesforce.com was a great fit for small businesses but not for larger companies. While Salesforce.com spent millions on general marketing, most of it only reached small business decision makers. In starting our outbound sales team, we didn’t get a budget for my project beyond my own compensation. In fact, looking back, if I had had a big budget or a bunch of people to tell what to do, I wouldn’t have been forced to get so creative in solving the problem of how to predictably generate new pipeline for the sales organization. What We Did Have: 1. A wholly committed person (me) who could dedicate their full attention to the challenge (rather than giving it only 25% of my time); 2. Two core tools: the Salesforce.com application and an online source for lists of companies and contacts called OneSource (similar to Hoovers); 3. Freedom to experiment for three months as an internal entrepreneur or