Scaling Sales, Shifting Mindsets & Building a Global Business with Alan Versteeg

Welcome to Business Growth Talks, the podcast that dives deep into the realities of growing a business. I'm Mark Hayward, and if you're feeling stuck, overwhelmed, or unsure of your next steps, you're in the right place. Each week, I bring you strategies that successful entrepreneurs have used to push past difficulties, boost revenue, and build stronger, more profitable businesses.

In today’s episode, we had the privilege of speaking with Alan Versteeg, an engineer turned sales management expert who has revolutionized the sales world by applying engineering principles of cause and effect to sales strategies. Alan is the co-founder of Growth Matters International, a firm dedicated to sales and sales management excellence, which has trained over 2,000 sales managers across 45 countries. His journey from skepticism about sales to becoming a leader in sales management is nothing short of inspiring.

The Business Mindset: Owning Your Business vs. Being Owned by It

One of the key takeaways from our discussion was Alan’s perspective on the business mindset. He firmly believes that as long as the business owns you, you're still an entrepreneur—not a business owner. True ownership means the business becomes your servant, not the other way around.

This shift in mindset is critical. Many business owners work tirelessly, handling everything from sales to marketing to operations, and in doing so, they create a business they eventually resent. Alan emphasizes the importance of transitioning from working in the business to working on the business—a journey that involves strategic hiring and delegation.

Scaling a Business: From Solopreneur to Managing a Team

At the start of any business, entrepreneurs wear multiple hats. Alan knows this struggle firsthand, having built Growth Matters from the ground up. Today, the company operates in 45 countries with a team of 22 employees and additional freelance facilitators. But the transition from being a solo operator to leading a growing company wasn’t easy.

His biggest lesson? Hiring his first executive assistant.

Alan admits he waited too long to make that crucial first hire. But once he did, it freed up his most valuable resource: time. He now follows the philosophy that the reason you employ people is not just to grow your business, but to free yourself up so you can grow the business.

His approach to management follows the E-Myth framework, ensuring there is a structured hierarchy with an operations manager, a sales and marketing manager, and soon, a product manager. This model helps build a self-sustaining company rather than one dependent on a single individual.

Sales: A Profession Built on Psychology and Value

Alan’s transition into sales was unexpected. Originally trained as an engineer, he struggled in his first four sales jobs before realizing that sales isn’t just about knowing the product—it’s about understanding people.

One pivotal moment in his career was when a mentor asked him, “Is sales a job or a career?” Alan answered, “A career,” and was then challenged to treat it like one by continuously studying. This led him to read books on psychology and understand that selling is more about mindset than mechanics.

A major takeaway from our conversation is that selling isn’t about pushing a product—it’s about creating relevance. Alan uses a structured approach to cold outreach, called the Initial Value Promise, which ensures his calls are always relevant to the prospect’s industry, role, and pain points. His golden rule? “Relevance is the currency of value.” If the conversation isn’t relevant, there’s no point in forcing it.

The Shift to Global Business and Virtual Sales

One of the biggest changes in recent years is how businesses operate internationally. Pre-pandemic, selling globally required frequent travel and in-person meetings. Now, virtual meetings have become the norm, making it easier than ever to scale a global business from anywhere.

However, Alan notes that while virtual sales are efficient, there’s been a shift back toward in-person interactions. Many businesses still prefer face-to-face meetings, but the key difference today is that companies filter potential partners online first. By the time you get in the room, you’re one of only a few selected candidates—making travel a more strategic investment.

Lessons from Failure: The Road to Resilience

Alan’s journey hasn’t been without setbacks. He has faced bankruptcy twice, but instead of letting failure define him, he used these experiences as lessons. One of his biggest mistakes? Building products before creating demand. He advises entrepreneurs to secure their first sale before fully investing in product development to avoid cash flow disasters.

Another lesson learned the hard way? The importance of legal agreements. A contractual dispute led to the loss of a significant deal, forcing Alan to start over. Since then, he’s taken Robert Kiyosaki’s advice to heart: “Your first two employees should be a tax consultant and a lawyer.”

Final Takeaways: Leadership, Risk, and Legacy

Alan has evolved as a leader over the years, moving from a hands-on entrepreneur to a strategic business owner. He describes his leadership transformation as a shift from focusing solely on the business to focusing on his people. By empowering his team, he has been able to scale Growth Matters to new heights.

When asked about his risk appetite, Alan describes himself as negligently fearless—always willing to take big swings. However, his business partner acts as the counterbalance, ensuring risks are calculated and strategic.

And finally, when it comes to legacy, Alan’s philosophy is simple: “My life is measured by my eulogy, not my will.” For him, success isn’t about material wealth but about the impact he leaves on others.

Connect with Alan Versteeg

If you’d like to learn more about Alan and Growth Matters International, the best place to connect with him is on LinkedIn. He’s the only Alan Versteeg in the world—so you won’t have trouble finding him!