The Revenue Room™, by H2K Labs
Sep 22, 2026 · 48 min · 10 segments
A customer spends $100,000 this year and $100,000 next year. Most event businesses call that retention. Indiya Okam calls it a question worth asking. Heather Holst-Knudsen speaks with…
Indiya OkamGuest
Heather Holst-KnudsenHostThat interesting part when you first started is it's this concept that people are buying.
You know, you could buy an event a year in advance and you're waiting for the on-site.
So it's very different than buying something and getting immediate satisfaction or ROI or engagement with the product.
The second part is that there are different value props that you get from the event participation.
Like you were talking about for you, it was I want to protect my existing customer base.
And then the third maybe in certain cases could be the thought leadership or product launch or something like that.
And from a sales standpoint, that value creation, like being able to have that conversation and identifying that is key.
But then you brought something else up, which leads me to my next question, which is, OK, paper, health care distribution, SAS and events appear very different.
But you said, guess what? There is a fundamental shared logic about, you know, selling in a high performing way.
In your mind, what is universally true about building a high-performing commercial organization?

Yeah, so I think that's a good question in a sense that when you think about selling, the motion is relatively similar.

But what I would say is in any environment across industries, we're really looking to solve a problem.

What are the jobs to be done, essentially, if you take an innovator's hat on? A customer has a problem to solve, whether it's in paper manufacturing, whether it's in distribution.

The dynamics of what our offerings are and the product that you're selling might be a little bit different.
That interesting part when you first started is it's this concept that people are buying.
You know, you could buy an event a year in advance and you're waiting for the on-site.
So it's very different than buying something and getting immediate satisfaction or ROI or engagement with the product.
The second part is that there are different value props that you get from the event participation.
Like you were talking about for you, it was I want to protect my existing customer base.
And then the third maybe in certain cases could be the thought leadership or product launch or something like that.
And from a sales standpoint, that value creation, like being able to have that conversation and identifying that is key.
But then you brought something else up, which leads me to my next question, which is, OK, paper, health care distribution, SAS and events appear very different.
But you said, guess what? There is a fundamental shared logic about, you know, selling in a high performing way.
In your mind, what is universally true about building a high-performing commercial organization?

Yeah, so I think that's a good question in a sense that when you think about selling, the motion is relatively similar.

But what I would say is in any environment across industries, we're really looking to solve a problem.

What are the jobs to be done, essentially, if you take an innovator's hat on? A customer has a problem to solve, whether it's in paper manufacturing, whether it's in distribution.

The dynamics of what our offerings are and the product that you're selling might be a little bit different.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.