Use design thinking to supercharge innovation and shoot for the moon

Technological advances are accelerating the pace of business change like never before. Markets and customers can change overnight. Yesterday’s suppliers can become tomorrow’s competition, and yesterday’s competition can become tomorrow’s strategic partner.

The companies that can’t adapt — and fast — will find themselves swallowed up by the companies that can. You already know all this. But what can you do about it? SAMA and 3M recently co-hosted an executive symposium at 3M’s campus in Dusseldorf, Germany, where practitioners from 3M, Arcadis and DHL shared their experiences from the point of view of their respective companies.

Read on to find out what you, as a leader in your SAM organization, can do to position your company for sustainable success:

“Shoot for the moon.”

Most SAM organizations are expected to grow by at least double the rate of the rest of the company. This means that creating value on the margins — smoothing out a customer’s supply chain, say — isn’t going to deliver the impact expected by upper management.

At 3M that means “shooting for the moon,” says Dan Snustad, technical director in Western Europe for 3M Research and Development. “People talk about failure, but I talk about ‘fast learning,’” he says. “If you don’t have failures, you’re going to be incremental. You’re going to be ‘me too.’”

At 3M that means creating a culture that encourages taking risks. Management at 3M encourages a culture of innovation and risk taking in a number of ways, including:

  • Boundaryless organization. Employees have carte blanche to talk to the owner or marketer of a technology or capability to see how they might be able to leverage it for a customer.
  • “15 percent time.” Employees are empowered to spend up to 15 percent of their work time to pursue projects they’re passionate about but may lay outside the scope of their normal work duties. The initiative has produced some of the company’s best sellers and become a model for other companies looking to push an innovation agenda.
  • The ability to move very quickly to prototype, offering multiple early stages where employees can try and fail without retribution.

“For innovation to happen,” Snustad says, “You have to create the space to allow risk.”

Design thinking isn’t just another process. It’s a mindset.”

So how does this mindset filter out into the organization? One way is through 3M’s embrace of the principles of design thinking. Monica Dalla Riva, the company’s head of design in Europe, stresses that design thinking isn’t about aesthetics. The word design comes from the Latin de-signare, or “to create meaning.” Riva uses this to guide her team’s design efforts and 3M’s broader approach to customer-inspired innovation:

“Design thinking isn’t just another process. With a process, you do all the right steps and then you’re done. With a mindset, you have to think at every step of the way, ‘Am I doing this for the customer? Is it delivering meaning?’”

What else is design thinking NOT? It’s also not just another way to generate new ideas, Riva says. Every company has ideas. The goal of design thinking should be to find the most meaningful ones.

For Riva, the goal of design thinking is to create meaningful experiences for the customer. Thinking of your customer as people, and zeroing in on all the different touchpoints your company has with your customer, will serve as your guide to making sure you are working on solving the right customer problems.

One challenge of a design thinking approach is data — specifically, there’s no data about the future. So how do you create meaningful innovation for a future state you don’t have concrete information about? If you create innovation that’s too far ahead of its time, it won’t be meaningful for people and won’t be adopted.

That’s why Riva’s team starts by looking 10 to 15 years in the future — by leveraging internal expertise and outside research to build future scenarios — and then works backward, to look three to five years into the future. But design thinking isn’t just a way of generating insights about the hazy future; it also can be a very concrete tool to engage with your customers.

Riva and her team used a design thinking approach to reimagine the typical “Tech Day” where customers file past a bunch of tables haphazardly covered with the company’s solutions. Riva and her team created “Design Nights” with the goal of creating new ways to engage meaningfully with the customers by telling a story. Rather than grouping technologies chronologically, or by 3M industry segment, the technologies were grouped and presented in a way that would be meaningful to the customer. Because in the end, if you’re not bringing meaning to your customers, you’re just another vendor peddling just another product.

“We’d like to see this a little better.”

What does it look like when you use design thinking for an actual customer engagement? Here we turn to Arcadis, the Netherlands-based design, engineering and management consulting firm, and Jim Ford, the company’s global head of client development.

One of the many areas Arcadis works in is environmental remediation, and this success story grew out of a simple customer request: “How can we make this process more impactful by getting a better visualization of your recommendations?” To put it very simply, companies hire Arcadis to build conceptual models of sites that need may need remediation, which the companies can use to make decisions about risk and resource allocation.

In the past, this was all in two dimensions, on paper. But recently a customer asked Arcadis if it could make its predictive models more dynamic and interactive. The SAM worked with outside software providers to develop a tool to build an interactive, three-dimensional digital representation of the site. Suddenly, the customer could grasp the specifics of the site much more intuitively. But they wanted to be able to drill down deeper into the data.

For this, Arcadis built a cloud-based platform and leveraged IBM Watson to bring predictive analytics into the equation. Then, using 3D printing and augmented/virtual reality, Arcadis rendered the models the customer could feel, touch and manipulate. This cut the time to remediate by several years, helping the customer make more informed business decisions and saving millions of dollars. And it all started with the innocent customer request, “We’d like to see this a little better.”


Engaging your customer ecosystem: Five rules to live by

Meeting your customers’ increasingly complex challenges requires new way of working, and in many cases this starts with recognizing that your company can’t possibly have all the answers in-house. This reality will require you to embrace an ever more expansive definition of your customer’s ecosystem to include not only your customer but your customer’s customer, their other suppliers, your own suppliers, and even your competition.

This is bound to make people in your organization uncomfortable. Jim Ford, the global head of client development at the Netherlands-based engineering, architecture and business consulting company Arcadis, offers five rules to live by as you begin (or continue) to expand your customer ecosystem paradigm.

  1. Decide what you want out of co-creation. It is critical to choose with whom you want to engage and how. Developing this type of inclusive ecosystem requires massive effort, so it’s critical to (a) have management buy-in and (b) decide which markets and which customers warrant the investment. Once you’ve done this, you have to ask these questions: What’s the strategy? What’s the client experience look like? What do you want the output to look like? How are you going to assess whether the mutual value you create justifies the investment? “If you don’t answer those questions,” Ford says, “you’re going to be DOA.”
  2. Position yourself and your company as the ecosystem captain. When you take on the role of assembling and leading the ecosystem, you get to define who’s “in” and who’s not, what the goals are and the role that each participant will play. Most importantly, the client’s perception of your value goes up immeasurably.
  3. Develop a strategy to leverage and connect talent across all the organizations. It can’t be just you, a technical expert and your executive sponsor. Do not underestimate the knowledge, expertise and creativity of people in your organization who have nothing at all to do with your customer or even your customer’s industry. The more expansive your view of who’s “in” from your organization, the better you’ll be able to “zip up” with your customer’s organization. The strength of the connective bond comes with each tooth that connects you to the customer, and the power of having a different perspective is huge.
  4. Recognize that you can’t have all the solutions in-house; think of yourself like a broker. We stipulated at the beginning that you won’t have all the answers. You have to think of yourself as the idea broker, reaching into other organizations — even your competitors’ — for expertise you may not have in house. This is the part that’s going to make you, and others inside your organization, the most uncomfortable. “That’s OK!” Ford says. So long as you’ve cemented yourself as the ecosystem captain, you’ve got nothing to worry about. This expanded group of problem solvers will allow you to come up with much more robust and impactful solutions.
  5. Make sure you have a mechanism for scaling your solutions. The best solution in the world is next to useless if you don’t have a plan for scaling your new solutions and platforms for other customers, markets and priority sectors.

Do you have the right blend of skills and competencies to thrive in this ecosystem leadership role? Here are Ford’s top three competencies for 21st-century SAMs:

• Understanding the needs and key drivers of your customer and market trends driving their orientation.

• Combining that knowledge with knowledge of your own organization to create an actionable plan.

• Having agility, leadership skills and ability to translate plans into action.

Want to know how you compare to your peers in these (and other) critical SAM competencies? SAMA has conducted close to 2,000 individual competency sessions, offering SAMs and extended account teams a data-driven snapshot of how they’re performing and a roadmap for improvement.

Learn more here.



By Nicolas Zimmerman, Editor-in-Chief


Ecolab CEO Doug Baker delivered the opening keynote address at SAMA’s 2016 Annual Conference in Chicago, where he spoke about (among other things) how he built a culture that puts the company’s customer at the core of its business. Ecolab is a $14 billion global provider of water, hygiene and energy technologies and services to the food, energy, healthcare, industrial and hospitality markets.

Bernard Quancard: At what level do you position the corporate account manager position within the organization? What is the career path? Are these managers going to stay in the position forever, or would you move them back and forth?

Doug Baker: At Ecolab, our best salespeople aspire to become corporate accounts managers, because they are among the most important sales positions within the company. We seek strong salespeople for our field manager roles as well. A field management position can be a developmental experience for a high-potential employee who is moving up through the organization. In these instances, we are moving them from what I would call functional responsibility and into the commercial side of the business.

The corporate account manager position can be both a career and a development opportunity. We make sure that we are offering the right titles and compensation to allow associates to make corporate accounts a long-term career. We do not want to create a situation where the only way these associates can receive equity pay or earn a spot on the general management team is to leave corporate accounts. So, we have equity pay for our corporate account teams, and the leaders of our big corporate accounts in our largest divisions are on our general management team.

You have to have the compensation and prestige signals right within the company. I do not want to drive all my best salespeople into management roles when it may not best suit them.

BQ: Let’s talk about the data tsunami, you know all this data which is being collected, which is going to present so many opportunities for innovation, like new services. How do you see the training of corporate account people?

I believe there’s going to be a big learning curve for both our corporate account managers and our field associates. However, we’re not going to make corporate account people into data scientists. This data has to be fairly well integrated into what we’re providing, so it’s a closed loop for customers. We must turn data into valuable insight for our associates and our customers, not simply do data dumps. In the restaurant business, we serve more than half a million restaurants around the world. That’s a lot of sites, and it’s a lot of data. How do you make this data helpful? What our customers are telling us is, “Don’t just tell me that I have problems. Tell me how you’re going to help me reduce my risks.”

BQ: Where do you think you are going to get the best talent for corporate account managers? How do you see the talent pool? Where would they come from, the best?

Usually, they come from our field. We hire frontline salespeople. The path is a little different in different businesses, but frontline salespeople often become frontline sales managers and then move into corporate accounts. So they’ve often managed a group before their corporate account responsibility, and they already understand the industry. They’ve served the industry and understand what’s happening at a customer site, how the technology works and how the field interacts. That’s a big component of what they’re selling: knowledge of the customer and knowledge of our technology. And strategic customers are seeking corporate account managers whom they trust and respect, and who bring value to the party. It’s more than having wonderful sales skills; it’s having competency and knowledge, and understanding how the technology can help – and being persuasive. I believe the persuasion helps bring the knowledge to the forefront. It does not replace knowledge.

BQ: Do you request your C-levels to be sponsors for the most strategic customers?

I’d say almost every one. However, you have to be careful not to have a C-level sponsor become the corporate account leader for the team, because it doesn’t work. I was a C-level sponsor, and corporate accounts reported to me directly; I didn’t have it report up through sales. I had the field sales leader and corporate accounts leader both report to me. I knew exactly where we were with accounts, and even made calls to accounts. There were times I’d take them on as a project, because I could help raise the level we were calling on within the customer.

BQ: I think a C-level sponsor can really help in some instances to go higher in the customer organization. So having C-level sponsors for strategic accounts can be a very valuable thing, not all the time, but a couple of times a year.

Occasionally having a C-level leader join a sales call can be a good strategy. But you need to be thoughtful about when it helps and when it doesn’t. [Never] bring them in on a pricing discussion. Sponsors should be used for offense, not when the account manager is playing defense or doesn’t like where he or she is in the negotiation. As a negotiating tactic, it’s common to hear someone say, “I have to see a higher authority on that” to buy time to rethink or retrench. But if the C-level is sitting there, it doesn’t work.

BQ: Do you feel your top human resource people understand very well the role, especially the evolving role, of the corporate account manager at Ecolab?

For the most part, I think they do. It has been a very critical position for a long time. We’ve compiled a lot of industrial-psychological profiles and tried to line up who’s going to be successful in corporate accounts. From these profiles, we’ve selected about 50 people, and, of them, we believe about 25 are stars. So we try to identify and understand the consistent traits. There are some traits that aren’t often discussed, but are foundational; likability is one. Corporate account managers need a certain IQ, and they need the ability to listen and understand, because they’re dealing with very high-level people and they need to structure deals in a way that engenders trust. These traits are not often measured.

BQ: Also: being a good listener. Sometimes the lone wolf, the big hunter at sales, he doesn’t listen. He pushes the project, and the listening really allows you to have the outside-in view, which is so critical to understanding customers in depth.

I agree. And corporate account managers have to be willing to push for change within their own organizations. One thing I’ve learned is if corporate account managers are dealing with customers all the time, they tend to cash in all their “patience chips” with the customer, so when they get inside their own organization, they can be very impatient and not use their sales skills internally. In fact, they can become anti-sales within the organization.

This is something account managers need to understand: getting people to do something within their own organizations often takes very similar skills to those they’re exercising outside their organizations.

BQ: Within your corporate accounts, do you feel the need to tier your customers?

We have different businesses, and some do not tier corporate accounts, while others tier them in different ways, such as “value buyer” or “innovation buyer.” I always am a little fearful that it can be a self-fulfilling prophecy, that once customers are labeled as price buyers, we won’t call on them anymore.

Often you just have to say, “If I’m not succeeding here, is it because I do not have the right value proposition, or is it that I’m not presenting it right or not dedicating enough time?” Our account managers show me their top ten accounts, but I want to see the top ten potential accounts in the entire industry. What’s our share there, too? I want the accounts they’re not selling to in front of them every month, staring at them, and account managers understanding what it is they have to do to make this list look different next year or the year after.

BQ: My question regarding tiering maybe doesn’t apply so much in your business as a whole, but if you look at a company like General Electric, they identify some top customers in terms of the fact that they want to innovate.

We do the same. We have marquee accounts that are very important to have because the rest of the industry looks to them, and we manage them a little differently because they demand it. They negotiate harder on innovation, on service, and, frankly, on water and energy savings than they do on price.

BQ: So you manage them a little differently.

They receive more of our resources.

BQ: More resources and maybe different people to manage them?

To some degree, yes. We have teams of seven to eight people, who are 100 percent dedicated full time to large, global accounts. In certain instances, our people have offices in these accounts. To us, these accounts are worth it; it’s a very smart investment.

BQ: And the corporate account manager for that kind of customer, does he or she have a very long tenure, do they stay long in the account?

Often they do; they can become a senior vice president in that position. We want, and can get, people who are really skilled and have the dedication to fulfill financial and, I would say, prestige ambitions, by staying in corporate accounts. We do not want to lose these people by saying, “You can’t be a senior vice president unless you get out of corporate accounts.” It would be self-defeating.

BQ: At Schneider, for those big customers, the role and compensation of the strategic account manager is the same as a country manager.

Ours is the same. If you don’t do this, you’re going to drive them out of corporate accounts and into being a country manager.

BQ: How would you summarize the key facets of your role as the global CEO in influencing the quality of these high-level corporate managers? How do you really influence them?

I believe one facet of my role is to ensure that we maintain our high standards in terms of who we’re putting into these positions. It’s a bit like any club, or even a board; people want to join organizations that have people they respect and admire, and if you start polluting the membership, you start polluting the attractiveness of the role.

But it’s more than that; you need a compensation structure that is consistent, and you have to provide the ability to move up in the organization and other incentives to retain your talent, which to us is very important.

Corporate accounts can be both a great development role for general management and a great career position for those who are inclined to do it. We want to have a corporate accounts path where people can have a career. If I don’t create this kind of environment, I’ve created a challenge.

BQ: Coming back to those customers who are marquee customers, you expect much higher business outcomes with those, don’t you? Like, growth, retention, loyalty, profitability and innovation?

Yes. It’s a bit of a virtuous cycle, right? When you put the resources on it, there’s some inclination between the two organizations to start a relationship, and then you feed it and are rewarded for feeding it. And then you want to feed it more. Some of it depends on the culture of the customer organization; some customers really want to push suppliers into giving them advantage, not just low cost. They really want help, they want to innovate, and we want to help them achieve their goals.




Beating procurement at its own game

By David Chapnick, Michael Kalikow and Liz Rayer

Vantage Partners

The influence, control and sophistication of procurement organizations over their companies’ buying processes have been increasing exponentially for years. Whether companies are selling commodity products, new technologies or highly differentiated professional services, sales professionals consistently report that the rise of Procurement has contributed to making their sales more difficult, time consuming and complex.

As salespeople come to terms with this evolving selling paradigm, they will be forced to address different challenges from Procurement that will only become more common and pronounced with time. We’ll address five of the most common ones.

#1 Procurement as gatekeeper

While end users typically still play a significant role in decision mak- ing, more and more corporate policy now requires end users to go through Procurement to make their purchases. But treating Procurement as “the enemy” will quickly make them your enemy. Better to put yourself in their shoes to help understand what drives them. But how?

· Engage the procurement professionals responsible for the product or service you sell, perhaps as a facilitator or convener in conversations with end users. This will help them fulfill their goal of maintaining a degree of control over the buying process, while simultaneously ensuring that they get to hear firsthand from your end users about the value you provide to their organization.

· Explore ways to help Procurement become trusted advisors to their end users. For example, you could provide them with an overview of what you are seeing in their industry, share with them what you are hearing from their internal customers or tell them about ways you have been a resource to your other accounts.

#2 Selling value when Procurement seems only to care about price

Try to engage in conversations with Procurement, end users and other “coaches” within the organization to better understand what the customer’s procurement organization cares about – both in general and specific to what you are selling. For instance, you might discuss with them:

• What end do they ultimately hope to achieve, and what impact do quality, convenience, features, service or other differentiators play in the organization’s ability to achieve their desired results?

• To whom is Procurement accountable, and what are they being asked to deliver?

• How are they being measured?

• What supply chain risks keep them up at night?

• Are they open to working together to uncover cost savings, to refine pro- cesses and to innovate?

Ultimately, the more you learn about Procurement’s role and what they care about, the easier it will be to frame your solutions, your organization and the data they care about from their perspective – rather than from your perspective or that of your end users.

#3 Negotiating when it feels like Procurement has all the leverage

Salespeople often view negotiation power as a function of who needs the deal most. Since walking away from the deal is rarely a viable option for most salespeople, Procurement is perceived to have the power. In fact, research from Vantage Partners indicates that more than 75 percent of all sales and procurement respondents studied believe that the other side has more leverage during negotiations than they do.

Always think about potential sources of negotiation power you may have overlooked. For example, how long will it take for end users to get up to speed on a different supplier’s technology or get used to working with a different service provider? What risks to their supply chain are posed by a switch that doesn’t work out or moving down the learning curve with a new supplier? Are there costs with a competitor that will lead to increased total cost of ownership that they have not thought through?

#4 Managing Procurement’s reliance on the RFP process

If you have built trust- ing relationships with end users and Procurement alike, then you may at least know a request for proposal is coming. You may even be able to get in front of it and help shape the request by initiating a dialogue with your customer about some appropriate criteria to use when making buying decisions around your product or service, or by sharing market intelligence you have.

By far the best way to frustrate Procurement in a response is by submitting standard or canned information, answering questions that you preferred were asked versus ones that actually were asked, or, even worse, submitting endless, disorganized marketing materials that were not requested. It is critical to consider the actual questions and make sure these are answered directly.  Paying attention to what is being asked will provide valuable intelligence about Procurement’s interests and the key criteria they are using to evaluate proposals, and your responses should be framed accordingly.

#5 Dealing with threats, stalling and other hardball tactics

Procurement often engages in some of the toughest negotiation tactics: threatening to put the business out to bid, insisting on excessive or unreasonable demands, misrepresenting the facts, getting angry or emotional, and even making personal attacks.

The trick in responding to the difficult tactics themselves is, first, to not react. Then, remain firm and constructive. All too often, the supplier simply gives in and makes concessions in order to close the deal. But research from Vantage Partners has shown that making such exceptions can lead to a precipitous drop in average selling prices for all customers over time.

Ultimately, you should not grant a price concession on its face without connecting it to something you are getting in return — or to something they are now not going to get as a result. That might mean re-scoping, chang- ing volumes, extending timelines or decreasing add-on services.


For the foreseeable future, Procurement will continue to expand its role in the buying and negotiation process. Getting into Procurement’s shoes and developing skill in negotiating with them are essential competencies for every account manager working today. Likewise, all sales leaders need to equip their teams with the data, processes, preparation and tools they will need in order to standardize engagement with Procurement and ensure that positive outcomes are not just possible but repeatable.

5 atypical places to find SAM talent

hand writing business success diagram

Outside of C-level engagement and account selection/deselection, it is probably fair to say that talent management has the biggest impact on the success or failure of a SAM initiative. In the words of SAMA’s President & CEO Bernard Quancard, “Talent is a war.” The difference between a superstar SAM and a run-of-the-mill one is like the difference between an NBA player and that guy who puts up 30 points a game in your Sunday night rec league.

So when it comes to finding those “1 percenter” SAMs — the best of the best – where should you be looking? SAMA research has shown, again and again, that the best SAMs do not necessarily come from the sales organization. A person with the magical combination of listening skills, financial acumen and leadership abilities could be a senior buyer, product manager, plan manager or technical expert. While this is all fine and good, you still have to go out there and actually FIND those people. Here are a few tips on the search for SAM talent in “unusual” places.

1. Boomerang employees

While re-hiring a former employee may have been frowned upon once, in this age of job hopping, companies have started to look more favorably bringing back past top performers. Why? For starters, they’re already familiar with (and presumably attuned to) the company culture. And secondly, their time in another company or even industry has inevitably left them with new experiences, new skills, new contacts and new a fresh point of view.

2. Employee referrals

This should probably be the first thing you do when you’re looking to hire a new SAM. It’s cheaper, and it’s faster and – most importantly by far – more often than not it leads to a better hire. Recruiting SAMs through existing employees also creates “stickiness” – both the referrer and the referral tend to stay at their companies longer than outside hires.

3. LinkedIn

The social media platform allows you to proactively create a larger network than you ever could in real life. You can do a keyword search for key skills and attributes you’re looking for in SAMs, filter by current or past employers and also seek out referrals from among your LinkedIn network. The key is to work on building these relationships, whether virtual or face-to-face, proactively — not just when you have a need to fill. And when you come across someone with great skills and experience, start building the relationship – even if you don’t have a job to fill at the moment.

4. Customers

Since your SAMs function like the CEO of the customer relationship, doesn’t it make sense to ask for your customer’s input when you hire a SAM? In rare cases, your customer might actually recommend someone from the account team, like a functional expert or another key cog. While that might be asking too much, your customer can certainly let you know what specific skills, attributes and working style they value in the person who’s going to serve as their most important liaison with your company.

5. “Meet now, hire later”

We touched on this in point #3, but whenever you run into someone with qualifications you value – at an industry conference, professional development event or the gym – give them a card and start building a relationship…even if you don’t have a job to offer them at the moment. It’ll come in handy when you are looking to bring someone in.

Remember: None of these tips has any value if your organization doesn’t have a very good idea of what you’re looking for in your SAMs. (SAMA can help with that!) But assuming you’ve got that part of the equation sewn up, it will behoove you to spend some of your time hunting for talent in more out-of-the-way places.

For more information on finding and selecting the right SAM talent. Check out our Pan-European conference session #17: Finding and Selecting the Right Talent for Strategic Accounts and register to attend today.

How to network without becoming a nuisance

We’ve all been there. You’re at a conference or industry event, making connections like the seasoned pro you are, and someone just won’t take the hint and leave your side. Let’s face it: At one time or another in your life, it’s been YOU who’s the person unable to take the hint and move along. For the good of humanity, here’s quick list (adapted from Dorie Clark, writing at of signals someone is ready to stop talking to you.

Body language

If your interlocutor keeps glancing at her watch, she probably wants to wrap things up. If her responses become dramatically shorter, she’s probably ready to move on from you. And check out her feet: If they’re positioned away from you, she’s likely looking to bolt.

Time yourself 

When people are nervous, they ramble. And since studies show that people struggle to know how long they’ve been speaking, it’s important to practice. Learn what it feels like to talk for 30 seconds or a minute. Early in a networking conversation, before you know it’s going well, try never to speak for longer than a minute at a time.

Let them do most of the talking

Don’t just ask questions, but ask open-ended questions. Rather than ask, “How long have you worked at _____ ?” ask “How did you become passionate about  [your line of work]?” Early on, strive for a 70/30 or 60/40 split for their speaking time versus yours.

Be more interesting

Easy, right? If you’re networking, you know you’re going to get variations of tried-and-true small talk questions like, “What have you been working on lately?” or “What’s new with you?” You can’t afford to wing these! If you give boring, canned answers to these “gimmes,” it isn’t going to make people want to go deeper. Practice giving answers that spark intrigue – or at least more in-depth questioning. Whatever y

If you’re nervous, it can cloud your energy. Use these tips to avoid being “that guy.


Ready to put your network skills to use? Join us at a SAMA 2017 Conference in March or May.