How Scott Hull Coaches His Team Without Listening to Hundreds of Calls
Visibility at the Top of the Funnel
The Scale Problem
As with many team leaders, scaling the Hull Group brought Scott to the proverbial wall. Agents were generating tens of thousands of dials. Somewhere in the middle of that chaos, the quality was supposed to show up. But how would you know?
Manual auditing does not scale. It is pure math. You cannot possibly audit hundreds of calls while running a business. Scott was effectively operating in the dark regarding what was happening during those initial conversations—the ones that count the most.
He wanted visibility, but not to drown in recordings. Randomly sampling calls seemed like trying to understand a book by reading three random pages. You may get lucky; you may not.
AI Call Reporting
Luck is a poor management strategy. MaverickRE's AI Call Reporting provided Scott something more predictable. Rather than relying on guesses or the random-sample-and-hope-for-the-best approach, Scott now has real-time data providing visibility into what is happening on a macro level.
What the platform does is fairly basic yet powerful: it provides visibility into the gap between activity and results. Scott can finally see which agents need volume coaching (simply ask more) and which need skill coaching (ask better).
Diagnosing the "Delta"
When you can visualize the pattern across your entire team, the coaching conversations essentially write themselves. Scott walked through two examples that came directly from the data:
1. The Volume Opportunity
Chelsea had good activity numbers. She made calls, and she engaged in conversations. However, the data indicated that she was only asking for the appointment roughly half the time. If you are already on the phone and have established some rapport, not asking is simply leaving conversions on the table. The solution was clear-cut: "If we can just ask more, we're gonna get more yeses."
2. The Skill Gap
Wendy and Susan represented another group of agents who were asking approximately 57-60% of the time, but were only able to convert at a rate of 15-16%. That indicates a skill issue rather than a volume issue.
"We can see that Wendy could use some coaching on probably building Rapport... asking for an appointment on 60% of her calls but only 16% of the time people are saying yes."
If you think about it, that saves everyone time. Wendy does not need to hear "make more calls." She needs help with the conversation itself. Scott can now point to specific moments in Wendy's calls where things start to fall apart, rather than offering general advice about "building rapport better."
Coaching for the "New Market"
This targeted coaching became even more important when the buyer agreement requirements changed the market. Everything changed overnight. Now you cannot simply ask for appointments. You must first demonstrate value, which means the conversation leading up to the ask matters more than ever.
You know where to coach instead of guessing.
The Hull Group was able to adjust to the new market rapidly due in part to already having the ability to identify and correct conversation issues. The data now holds everyone accountable for conversion standards that actually matter, not simply activity metrics.
The Data Difference
By shifting from manual auditing to AI-driven insights, Scott transformed the efficiency of his leadership.
| Area | Impact |
|---|---|
| Auditing Efficiency | Replaced "listening to hundreds of calls" (random sampling) with instant visualization of patterns. |
| Coaching Precision | Distinguishes between "Volume Issues" (need to ask more) and "Skill Issues" (need to ask better). |
| Market Agility | Allowed rapid adjustment to new buyer agreement requirements by identifying where value propositions were failing. |
| Accountability | Shifts focus from vanity metrics (dials) to conversion standards (ask rate vs. yes rate). |