by Michael Cerda, author of “Build Something: Building Products, Business & Culture – A Journey of Hard-Won Lessons and Impactful Outcomes“
In early 1995, I graduated college, got married, and moved to San Francisco to start my first professional job. And I had no idea what I was doing.
The job was for an Inside Sales Representative for PixelCraft, a Xerox-backed startup in an industrial park near the Oakland airport. My job? Cold calls. Lead generation. Closing deals over the phone. I knew nothing about sales, but I did know that I had to figure it out — fast.
Though I’d been comfortable performing on stage with my band, selling over the phone felt different. There was no crowd, no applause — just me, a list of names, and the very real possibility of rejection. I was naturally shy, and the idea of pitching people I didn’t know felt overwhelming. But I also knew that sales was my fastest route to financial security, and with a young family to support and debt piling up, failure wasn’t an option.
So, instead of figuring things out the hard way, I decided to pay close attention to the seasoned pros around me.
At PixelCraft, the company had a small but experienced outside sales team — Ron, Bill, and Guy. Each had a distinct approach, and while none of them were assigned to mentor me, I treated them as unofficial teachers.
Ron was relentless. He wasn’t a flashy talker — he was disciplined. He wrote everything down, tracked every lead, and followed up relentlessly. He once told me, “Most people focus on saving money when they should be focusing on making more.” That stuck with me.
Bill was the relationship guy. He wasn’t running spreadsheets or analyzing sales trends — he was building trust. Whether it was a round of golf, a casual drink, or just a quick check-in call, he made customers feel valued. He always left a voicemail, even if it was his third or fourth attempt. “If you don’t leave a message, how do they know you care?” he’d say.
Guy was all about style. He didn’t just close deals — he made an impression. He sent gifts, booked high-end dinners, and always made the interaction feel premium. He wasn’t just selling; he was positioning himself as someone people wanted to do business with.
At first, I was just watching and listening, trying to make sense of what made each of them successful. But then, I started pulling pieces from each of them into my own style.
I followed Ron’s methodical follow-up, Bill’s relationship-first mentality, and Guy’s ability to command presence. But I also realized something important — it wasn’t just about what you said, but how you controlled the conversation.
I started to recognize that the most successful salespeople set the tone early. They didn’t just enter a conversation — they took control of it in a way that felt natural and engaging. This wasn’t about being aggressive, but about creating momentum.
I started applying what I now call “Advantage Tempo” — the ability to bring every conversation onto your home court from the very first interaction. Here’s the difference:
The Rookie Mistake – “Hello, nice to meet you. Where shall we begin?”
Advantage Tempo – “Hello, great to finally meet you. I’m thrilled with our success so far, and I want to take it to the next level with you. Let’s start by updating you on our latest scanner capabilities, then we can discuss tactics.”
The first approach is passive — it hands control to the other person. The second approach establishes direction, energy, and intent. You’re leading, not following.
This didn’t just apply to sales; it applied everywhere — meetings, negotiations, emails. Even the way I structured follow-ups. The more I set the tone, the better my outcomes became.
Even my writing improved. I stopped sending emails that just dumped problems on people. Instead, I framed issues with a solution-oriented mindset.
As I refined my approach, I started to get noticed. One day, our VP of Sales, Barry Dearborn, called me into his office. Barry was the classic head of sales — fast-talking, sharp-dressed, usually found making loud deals from an airport lounge. He leaned in and said: “Kid, what do you say we create a ‘New Business Bonus’? I’ll pay you 2 percent commission on any new international deals you bring in.”
This was game-changing. Up until then, my commission structure was almost nothing. But now? Now I had a real opportunity to earn.
I started cold-calling overseas businesses, closing deals in Europe, Asia, and the Middle East by wire transfer. I wasn’t just working leads anymore — I was building a new revenue stream for the company.
Looking back, my first job at PixelCraft wasn’t just about selling scanners. It was about learning how to build relationships, communicate effectively, and create momentum. It was about understanding that sales isn’t just about numbers — it’s about psychology. It was about earning trust, staying persistent, and knowing when to push and when to hold back.
And ultimately, it was about figuring out my own Advantage Tempo.
I walked into PixelCraft as a rookie who was afraid of selling. I walked out with a foundational playbook for how to make things happen — by learning from the best, owning my rhythm, and setting the tone in every interaction.
That’s how you win.
Michael Cerdá is a veteran product and technology leader who has served as Chief Product Officer and executive at several of the world’s most influential companies. He has also founded multiple venture-backed startups and holds two technology patents. His book “Build Something: Building Products, Business & Culture – A Journey of Hard-Won Lessons and Impactful Outcomes” reveals the untold true stories behind some of the most transformative technologies of our time. Learn more at www.build-something.com.
