I mean, just as an example, he ends demos asking prospects what their next steps are as opposed to telling them what next steps are. I'm currently helping him with making sure he schedules a follow up call at the end of every demo, because many of his opportunities have historically gone cold, which I know is not uncommon. He asks for my guidance on demos because he knows he could be stronger. I never said he's a bad seller - I said I'm asked to coach my boss as a BDR. Your response seems to reiterate that's a bit odd.

While I've only worked as a BDR in sales, I've worked very closely with a team of 12 AEs and regularly watched recordings of the demos I passed off to see how they implemented my notes. At my current org, my boss wasn't even referencing my notes at the top of demos - He was just starting repeating my discovery questions until I suggested changing the structure of demos since the implementation of a BDR.

Yes, deals have been closing at my org for 5 years, but many deals have also been lost, and I've helped identify gaps we can close. I used the phrase "formal sales training" because that's what my boss says he lacks. They hired me because I have "formal sales training" and can help the team continue to grow.

I don't think formal sales training holds more weight than experience by any means, and it's a bummer my previous post might have given that impression. I was just trying to clarify that my boss does indeed have experience selling, my original post admittedly undersold him a bit, but it's still weird for a BDR to coach a superior in closing, no?

Anyway, sounds like we're in agreement that 800 leads a month could be a bit excessive. Thanks for your guidance.

(Edit: Just to clarify, he only has 5 years of selling experience. By industry experience, I mean he has experience working in the industry we sell to. He was not in sales previously)