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Articles by Nate
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3 Keys on Getting Peak Performance From Your SDR Team in 2019
3 Keys on Getting Peak Performance From Your SDR Team in 2019
Let's be honest, being an SDR can be a grind. It's demanding work, there is constant rejection and you can fail even…
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Nate Broome posted thisTons of text messages and calls received yesterday on the launch of Tech Sales Coach! It was great to hear from so many Sales Leaders and Operators. Here’s the thesis on Why Now: Most of the Tech Enablement establishment is focused on Reps. Very few organizations or services focus on developing sales leaders. This construct in the B2B tech landscape is a complete mismanagement of company capital and human potential! Here’s the calculus: Front line and second line leaders are usually our Highest Potential Employees. They were once top reps or key critical hires who were hired with a mandate to effect change. Those leaders have OTE's between $250-$500K a year. They manage on average 8 Sales Reps w/ OTE's of at least $200K (24 reps if you’re second line w/ 3 leaders) So the simple math is that the highest potential employees in an org are managing a team with OTE's somewhere between $1.6M - $4.8M annually. And they are receiving almost zero hands-on training on how to lead & navigate this modern era. This is an egregious mismanagement of company capital and human potential. So if you're a Sales Leader who is feeling this burden and don't know what to do or a Founder who needs to create some leverage with their Sales Leaders. Check us out at TechSalesCoach.ai! #TechSales #SalesLeadership #TechSalesCoach #AIinSales #SalesManagement #LeadershipDevelopment
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Nate Broome posted thisToday I'm launching something I wish had existed when I was coming up. Introducing Tech Sales Coach. 🎉 Tech Sales Coach is a human coaching service built for tech sales leaders who are ready to lead through change — not just survive it. AI is driving the biggest disruption in the history of tech. And sales leaders are profoundly underprepared for the moment. They already carry an impossible load — hiring, coaching, forecasting, performance managing, negotiating, traveling to clients, and keeping their executives in the loop daily. Now add: understand AI, implement it across your entire sales motion, and somehow achieve productivity gains that haven't been defined yet. That's not a stretch goal. That's a breaking point. And here's the uncomfortable truth: we've failed sales leaders — especially first and second-line managers. We've taken our highest-potential people, handed them massive responsibility, and never invested in teaching them how to lead humans. While executives debate AI strategy in the boardroom, sales leaders are left holding the bag — with less skills investment and organizational support than almost anyone else in the org. That's exactly why Tech Sales Coach exists. And it's just the beginning.... My vision is to scale into practical curriculum, trained AI coaching agents, and a community of Operators who share my passion for developing leaders. Whether you're a Founder ready to transition out of founder-led sales, a first-time Head of Sales navigating the leap from top performer to executive, a first or second-line manager trying to separate good from great, or an SDR leader looking to establish credibility with your Sales peers — this will be built for you. No generic frameworks. No off-the-shelf content. Real coaching for the challenges you're actually facing right now. Every engagement starts with a free 30-minute exploratory call. No pitch — just an honest conversation about where you are and where you want to go. If you're ready to invest in your leadership before the market forces you to — let's talk. 👇 Learn more at techsalescoach.ai — link in the comments. #TechSales #SalesLeadership #TechSalesCoach #AIinSales #SalesManagement #LeadershipDevelopment #B2BSaaS #GTM
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Nate Broome posted thisMy time at Common Room has officially come to an end. This one is bittersweet to write — but mostly I'm just filled with gratitude. In a short amount of time, we accomplished things I'm genuinely proud of: - We laid the foundation for a scalable revenue engine. - We hyper-focused the ICP and sharpened the messaging around a value proposition that is resonating in one of the most competitive markets out there. - We outlasted (& out competed) multiple early competitors and are now consistently winning against a clear named rival. - We delivered multiple best quarters in company history — including the largest enterprise lands the company has ever seen, among them some of the most recognizable names in tech. But what I'm most proud of? The people! The foundation of leaders and sellers that are in place is exceptional. They're going to do great things. As proud as I am of what we built together, there is a new challenge calling my name. There's a gap that has persisted across the B2B tech landscape for a long time that I’m eager to put my time and energy towards, but more to come on that tomorrow. For today — just gratitude. For the team, the journey, and everything I learned along the way. Common Room, I'm rooting for you loudly from the sidelines! 🙌
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Nate Broome shared thisOne of the best parts of leading sales is watching the team get sharper every quarter. A big lever for that is simple: make sure reps have the clearest, most complete picture of who to go after and the understanding of “why now.” I’ve worked with hundreds of customers this quarter and the key pattern that myself and my teams are noticing is that in 2026, pinpoint relevance is the moat that keeps you consistently engaging with customers. Not quippy openers, not spamming customers, but a true appreciation for who the customer is, what they’re working through, and how we can help solve it. Today we’re evolving the view of your buyer in Common Room with improved technographic signals powered by BuyerCaddy. If you’ve ever asked: - Which target accounts already run the stack we integrate with? - Who just adopted a competitor? - Who is ready for an upgrade based on stack maturity? This release is for you! Real context is so useful for my org and helps my team get more accurate and more precise every day. As we roll out the improved buyer technographics internally, here is how my team has leveraged this new context so far: Validation of our ICP and TAM supported by precise technographic signals, not proxy firmographics Run competitive displacement plays with better timing and higher reply rates Improve prioritization with stack maturity signals, so reps know “why this account” and “why now” If any of this resonates with you, drop me a line and I’ll get you set up or check out our launch blog for more info. https://lnkd.in/drixKvMCTurning tech stack insights into action: Introducing BuyerCaddy technographics to Common Room | Common RoomTurning tech stack insights into action: Introducing BuyerCaddy technographics to Common Room | Common Room
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Nate Broome shared thisWhat happens in Vegas, doesn't always stay in Vegas! So many great conversations at Common Room's event at AWS re:Invent and so many learnings to bring home! My takeaways from our happy hour on the strip! 1) GTM Teams need an advantage to stay ahead of the market. Leaders from multiple industries and company sizes are looking to signals, actual intent and better data to guide them. If you're not already moving in this direction, you'll soon be left behind. 2) GTM Leaders understand that they can no longer wing process. They need scalable infrastructure, triggers and robust workflows to take prescribed action. In the past this type of conversation was often from Big Company CRO's and CMO's......Today, even the 10 person startup is thinking scale! 3) In person interactions are just better in every single way.... I had 20+ impactful conversations in a two hour period with most GTM leaders all trying to solve the same problems!Nate Broome shared thisWe kicked off AWS re:Invent the best way we know how: bringing incredible people together. Nate Broome opened our Pre:Invent Mixer at Wakuda by welcoming 80+ GTM, RevOps, and Sales leaders to the terrace and setting the tone for the week ahead: high-energy, human, and focused on the signals that truly matter. He reminded everyone that before the week gets noisy, this mixer was meant to be “the signal before the noise”, a space to breathe fresh air, connect with peers, and reset intentions going into re:Invent. He also spoke to Common Room’s mission: giving GTM teams the clarity they need to act on the right signals and drive real impact. We were also grateful to have 🏄🏼♂️ Scott Leese join us and share a powerful GTM perspective: “Automation without clarity simply scales chaos.” His remarks reinforced Nate’s opening message — that understanding your buyer, their motivations, and the signals that truly matter is the foundation of modern go-to-market. Guests spent the afternoon swapping insights, meeting new faces, engaging with a tarot card reader to help everyone discover their “signals,” and grabbing a welcome gift to stay powered up through the week. The feedback was nonstop: 🌤️ “So glad this is outside — I needed the fresh air.” 🤝 “I’ve had awesome conversations and can’t wait to connect online with everyone.” ⚡ “Nate and Scott’s talk totally energized me for the week ahead.” Huge thank you to Common Room team, Matzen Shirley, Krystal Wu, Donald D. & Nate Broome for showing up in full force, and to Scott for joining us. A strong finish to an incredible year and we’re already excited for what’s ahead.
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Nate Broome shared thisSo when Common Room's Marketing team asked me to host the GTM Leadership Mixer as part of Amazon Web Services (AWS) re:Invent with 🏄🏼♂️ Scott Leese I felt like the stars were finally aligning. 10+ years in GTM tech and I've met and have learned from all the sales guru's, but crossing paths with Scott has eluded me. By all accounts, he's the Sales Pro's Sales Pro and I'm stoked to be hosting the GTM Leadership mixer with him where together we'll be dropping a few nuggets on succeeding in this market! You won't want to miss it! Pray for Surf! Plan for Sales! And register to rub shoulders with other GTM Leaders! https://luma.com/gz9zeywp See you at re:Invent on December 1st!
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Nate Broome shared thisThis! We talk about Pipeline more then any other single topic. It's not just who we are and what we solve, it's what we do! Have the Coverage. Hit the #. Wash, rinse and repeat!Nate Broome shared thisThe ZIRP era is over. The highest-performing sales orgs are operating accordingly. When money was cheap, below-average strategy could still drive awesome results. Even with poor targeting, poor timing, or poor messaging, it was possible to brute-force your way to quota. Not anymore. Prospects are drowning in spray-and-pray outreach. They’re less likely to answer the call or open the email. And their budgets are scrutinized by three layers of management. Reps today are fighting for every meeting. Every deal. They’re fighting for attention. To even get their foot in the door. And that requires a different way of doing business. Not just on the part of reps, but on the part of sales leadership. Common Room has 30 reps outbounding daily. We just closed out Q3 by breaking records for: - Most revenue closed in a single quarter - Most pipeline created in a single quarter - Most 6-figure deals signed in a single quarter Our results weren’t always so consistent. Steady pipeline growth isn’t an accident—it’s a modus operandi. It requires relentless experimentation and enablement. 🧪 Experimentation Dogfooding our product has helped us dial in what works for our team. The signals and plays and automations that drive the best results. It’s also made it easier for us to make sure we squeeze every last drop of pipeline out of our activities. Case in point: We completely revamped our internal Common Room instance earlier this year with input from SDR and AE leadership. We iterated on our plays until we were 100% confident that we were operating at maximum efficiency and maximum effectiveness. And we’ll keep doing it. Because what worked yesterday isn’t guaranteed to work tomorrow. 🤝 Enablement When I pull up my Sales SVP’s calendar, this is what I see: - PG power hours - Playbook workshops - 1:1 check-ins - Metrics huddles - Sales + marketing + product syncs Every day. Every week. It’s not micromanagement—it’s what good management looks like today. —— We’re lucky. Our platform makes it easy for us. It works how and where we work. It adapts to our stack. It scales with our team. And it handles the data complexity inherent in running a modern sales org so that we don't have to. But you can’t just make it easier for reps to eat. You also have to make sure they stay hungry. Constant focus on signal-to-noise ratio. Rapid experimentation with immediate kill/scale decisions. Leadership and tech that enables reps in the trenches. All these things take time and energy. But that’s what’s required. Because that’s what customers demand.
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Nate Broome posted thisBest Quarter Ever. Most six figure deals ever in a quarter. Most transactions ever in a quarter. Improved ASP's in every segment. Most pipeline generated ever in a quarter World Class Sales Productivity %. These are just some of the statements used to describe Q3 after Common Room wrapped up an epic finish yesterday. But this is not possible without.... - Founders who hire great people and let them run! - Sales Development Team that continues to find innovating ways to leverage Common Room to drive amazing pipeline results. - Marketing Team that is consistently getting us in front of our target buyers both on Zoom, but in person! (Our airline status points are racking up rn!) - CX Team that goes above & beyond to deliver on the promise of Common Room. - EPD Team that is shipping innovation faster then anyone in market....& that roadmap for Q4 and Q1 🤯 🤯 🤯 - Sales Team who's bought in and seeks coaching and guidance to deliver the best outcomes for their customers. Monday we're back to $0....but this weekend we're reflecting on the fact that something special is happening. Let's go Team! Q4 will be even bigger!
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Nate Broome shared thisCommon Room was named by LinkedIn as one of the top startups! It's true! - Great place to work! - Great Roomies who are committed to doing their best work. - Great product truly helping our customers! ...and we're hiring! Come join us in the Room! https://lnkd.in/gyX9NSRhLinkedIn Top Startups 2025: The 50 U.S. companies on the riseLinkedIn Top Startups 2025: The 50 U.S. companies on the riseLinkedIn News
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Nate Broome liked thisNate Broome liked thisRIP middle management. The dirtiest secret in corporate America? A shocking amount of middle management was never management. It was just workflow routing with a salary. - Status meetings - Internal follow-ups - Escalation chains - “Let me circle back” - “Looping in the right stakeholders.” Was this ever really management? Or did we convince ourselves it was leadership because we needed to justify it? Either way, AI has forced the mask off. Meta and Block, Inc. are done pretending. Meta is replacing middle managers with “org leads,” and Block is turning them into “player-coaches.” Don’t get distracted by the rebrand, this feel more like an extinction event. The companies moving fastest are realizing you do not need five layers of people translating information from one team to another. You need: - Builders - Operators - People who own outcomes One great operator with AI can now do what used to require: - a manager - a project manager - an analyst - two coordinators - three meetings It feels like a lot of people aren’t being replaced by AI. They’re being replaced by the realization that their job never should have existed in the first place. Is the future org chart flatter, meaner, and brutally accountable? It sounds like that’s already happening.
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Nate Broome liked thisNate Broome liked this"i think i hired the wrong VP of Sales" six months in. pipeline inconsistent. forecast shaky. morale mixed. i asked one question: what did you expect them to fix in the first 90 days? long pause. that pause is where most VP of Sales failures actually live not performance. not capability. fuzzy expectations. there are only three mandates a sales leader should own early: stabilize the forecast build repeatable pipeline upgrade talent if they're running five "strategic initiatives" before those three are clear, you'll both feel frustrated clarity first. evaluation second wrote more on this in this week's From Start to Scale
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Nate Broome liked thisNate Broome liked thisI encouraged my sales team to create a group chat without me in it. To rant about me. Laugh about me. Say the things they'd never say in a one-on-one. That wasn't the risky part. The risky part was trusting that honesty would build something stronger than control ever could. It did. And what compounded from that decision changed how my entire org showed up, not just for each other, but for customers, cross-functional partners, and eventually, for people who had no reason to care about sales at all. I wrote about what happens when you stop catching people doing things wrong. Read here, and share your examples or feedback: https://lnkd.in/g3hjXVgm #SalesLeadership #SalesCulture #RevenueLeadership #GTM
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Nate Broome liked thisNate Broome liked thisBig news! I'm excited to share that I'm joining Silverman Capital as Head of Investor Relations. Here's the bet I'm actually making: The world is going all in on AI. I'm going all in on the opposite industries. I've spent years building in independent hospitality Fragmented market. Owner-operated businesses. Few real national players. I've been living and building the roll-up thesis at our hotels. Then Sam and I got to talking through paving. Same setup. Different industry. $50B+ market. Locally owned. Off-market. Recession resistant. Roads crack every winter. Deteriorated parking lots stop being a budget conversation and become a liability conversation. Customers don't shop around. They call whoever showed up last time and did the job right. Small operators trade at 2.5-5x EBITDA. A scaled platform trades at 10x. Public infrastructure companies sit at 15-16x. This is SERIOUS value creation. And in a world where AI is disrupting everything? These businesses have more resilience runway than almost anything I can think of. Someone has to show up, run a crew, and lay asphalt. Someone has to welcome a guest at the door. Every investor I've ever worked with came through a real conversation. A relationship. AI is a tool. Human connection is a moat. I'll keep betting on the moat. Sam Silverman and I have built together at four companies. Every single one has been a huge hit. When he called me about Silverman Capital, it wasn't a hard conversation. We have the team and the runway to make this the biggest one yet by far. Here’s to the road ahead.
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Lisa J Pettigrew
Enlitic • 4K followers
In Formula 1, the fastest car doesn't always win. Smart drivers know how to tuck into the slipstream (tailwinds) of a competitor - reduce drag, conserve energy then slingshot ahead at exactly the right moment. Its not luck - its aerodynamics + timing. So how do we do this in B2B land? I've signed up for Craig Rosenberg's session 👇 "Engineering Tailwinds. The GTM Playbook for Winning in Hard Markets". Do hard things (or get other people to do them for you), more easily. Hit repeat. (...that's what i'm hoping to learn 😉). Join us!
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Stevie Case
Vanta • 33K followers
ARR per FTE. That’s the metric that kept coming up over and over at the Accord Revenue Summit in Tahoe this week. 🏔️ ~20 revenue leaders, zero fluff, and some of the most candid conversations I’ve had about where GTM is actually heading. Big thanks to Ross Rich and the Accord team for putting it together. A few things that stuck with me: On value selling: The best framing came from Russell Scherwin: top companies separate what you hire for (curiosity, adaptability, character) from what you train for (skills, frameworks, process)🎯 Getting CEO and CRO locked in on the behavioral bar (and actually holding it) is where most transformations win or die. And a reminder that landed hard: culture defaults to the lowest standard you tolerate. Set the bar high from day one. On AI-driven GTM transformation: The companies furthest ahead aren’t just deploying tools. They’re rebuilding RevOps as a product team with engineers and designers, treating sellers as internal customers with a real roadmap. 🤖 Chris Thompson is killing it here and ahead of the pack. The north star metric crystallizing across the room: ARR per FTE. Time-saved metrics are out (one panelist called them “performative” and nobody disagreed). Revenue impact, win rates, and time-to-revenue are in. Kyle Norton is crushing the metrics and automation game. The insight I keep thinking about: The biggest bottleneck isn’t engineering. It’s product. Knowing what workflows to build matters more than knowing how to build them. 💡 The orgs pulling ahead are solving the design problem first. Thanks again Ross — already looking forward to the next one. 🤝
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James Fowles
Role Pulse • 30K followers
The best candidates do one thing really well in interviews - connect their story to revenue. Whether you’re in sales or CS, every answer needs to show measurable impact. We just dropped a paid post for RolePulse subscribers with: → Real GTM interview questions from 2025 hiring managers → Proven answer structures → Common mistakes to avoid If you’re actively interviewing (or about to be), this is your cheat code. 🔒 Read it here: https://lnkd.in/etBAHDru
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The High Flyers Podcast
5K followers
Stevie Case (Chief Revenue Officer at Vanta), has helped scale the company from under $20 million to north of $100 million under her revenue leadership, shares one of the most overlooked mistakes founders and execs make in sales conversations: “Sales Leaders often listen with happy ears — they hear what they want to hear, not what the customer is actually saying.” It’s a deceptively simple idea, but one that can kill deals, mask real objections, and prevent learning between the first and second meeting. If you’re selling — especially your first product — this insight will change how you listen. 🎧 Listen to the full conversation on Ep #181 here: https://lnkd.in/gGJ7wucD From November 2024. Please enjoy exploring your curiosity. Vidit Stevie Christina Eric David Scott Jeremy Emlyn Jess Linda Jack Michael Maggie Renu James Satya Andrew Varun Heather
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Vikram Ashok
Cloverdale Capital • 3K followers
Over the past decade, we’ve run one of the leading talent marketplaces, helping the world’s top companies access independent talent to power their most critical work. Along the way, we’ve learned what modern staffing firms need to succeed: speed, automation, digital candidate experiences, and fewer manual, repetitive tasks. We’ve been quietly building our own proprietary technology to solve these workflow challenges and improve our own productivity as a company. Today, we’re bringing that technology to the broader industry with the launch of GraphiteOS, an AI-powered recruiting operating system that we believe will fundamentally transform how staffing firms operate in the years to come. This isn’t just a product. It’s the technology infrastructure staffing firms need to operate faster and more effectively in an AI-driven, “agent-first” world. We believe this technology will enable levels of recruiter productivity and client satisfaction that have never been seen before. Recruiters shouldn’t be stuck juggling disconnected tools and performing repetitive tasks. With GraphiteOS, we’ve built an all-in-one platform that connects the dots - sourcing, matching, screening, onboarding and billing - so teams can focus on what matters most: the high-value work that drives placements. I’m incredibly proud of what our team has built and, more importantly, what it will enable for our early customers where the platform is being deployed as we speak! Learn more at www.graphiteos.ai #GraphiteOS #StaffingTech #FutureOfWork #AIRecruiting #StaffingInnovation
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Blue Ridge Partners
4K followers
Pipeline-building remains a top driver of SaaS revenue growth - yet most companies struggle to get it right. A recent Blue Ridge Partners analysis reveals how high-growth SaaS companies achieved 35% growth, in part through four key differentiators: ◾ Pipeline-to-bookings ratio matters – High-growth SaaS companies target a 3-4X ratio, balancing pipeline volume with quality. ◾ Investing in lead generation drives results – High performers invest more in sales and marketing, with a higher portion of spend targeted to lead-gen efforts. ◾ Early-stage pipeline quality matters most – Stronger early-stage leads improve conversion rates and accelerate revenue growth. ◾ Technology and AI give an edge – Top performing companies are using AI and automation more effectively to strengthen lead development. For SaaS companies aiming to hit ambitious growth targets in 2025, building a reliable, high-quality pipeline is essential. Interested in learning more? You can reach out to author John Drosos or contact us at info@blueridgepartners.com.
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Dale Chang
Scale Venture Partners • 5K followers
RevOps is a far cry from the sales ops role from years ago. Today, it’s a strategic partner to the CFO. At our CFO Summit, M.G. Thibaut (EIR at Scale Venture Partners) and Ben L. (Model N) broke down how finance and RevOps leaders can drive real business value when they work in lockstep. It’s not about alignment for alignment’s sake. It’s about building durable growth. Here are three takeaways: - RevOps is the connective tissue: From systems and capacity planning to deal desks and customer metrics, RevOps bridges Finance and GTM. When done right, it acts as the CFO’s CRO/CMO whisperer. Neutral, data-driven, and essential. - Structure matters: The recommendation? RevOps should report to the CFO, unless a true COO is in place. Why? It keeps the function objective, focused on resource allocation, and plugged into long-term planning. - You get what you hire for: Early hires may focus on CRM and pipeline hygiene—but scaling companies need RevOps leaders who can guide comp plans, validate bookings, and model growth with the same rigor as finance. The takeaway: If your RevOps team can’t sit at the 3–5 year planning table, it’s not yet strategic. But it can be.
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Unify
22K followers
Anrok generated $300K in pipeline in 3 months by unifying marketing and sales outbound in Unify. Here's the playbook growth marketing lead Kathleen Kong, and founding SDR Rydian Searles used to make it happen: Anrok was growing fast. But before Unify, their outbound was fragmented. Kathleen was running marketing campaigns in HubSpot, but every new campaign took forever to build, and segmentation was painfully slow. Rydian's SDR team was worse off, switching between 3 different tools to execute every sequence. "We had the growth and the signals," Rydian said. "What we needed was a system that helped us act on them." There was only one answer.... Unify. Kathleen started by building automated plays targeting new hires, website visitors, and accounts showing sales tax exposure via AI signals. Once marketing proved the model worked, they expanded Unify to the SDR team. Suddenly, both teams were operating on the same page. Campaigns could be built 20% faster, SDRs could work 4X faster, and cold calls converted better with out-of-the-box AI insights. This made it easy for Kathleen & Rydian to support Anrok's growth and expansion into new markets; easily spinning up new sequences without rebuilding a single workflow. Kathleen summed up their experience best: "Unify gave us the flexibility to run everything in one ecosystem. We could move fast, measure impact, and stay aligned." Ready to follow Anrok's lead and unify your teams? Use the link below to learn more.
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Justin Strackany
7K followers
"How can CS be a revenue-driver when I can fire half my team and NRR stays the same?" Until Customer Success can find quantifiable evidence that they have a higher ROI than another AE hire, they'll always be a cost center. That's what happens when you solve for churn. You start playing not to lose. You meet with every account regardless of tier. You fret over each escalation, not by the amount of ARR at stake, but by how angry the account seems. Fear of conflict drives your decision-making. You have every customer insight at your fingertips. You have 360-degree customer intelligence. You reach out proactively at the first sign of trouble. But it doesn't make a difference. And it won't. Because the people who make CS tools are ALSO solving for churn. And CS can't be accretive with tools made for support and risk reduction. Just listen to the man himself: "Customer Success has gotten worse over the years. Much worse…We're seeing a fundamental shift where CSMs are expected to be revenue generators, but they're using systems designed for customer support." - Jason M. Lemkin If I'm honest, I'm kinda over Customer Intelligence. And I'm not even 100% sure what Commercial Intelligence is. We need Expansion Intelligence. #customerexpansion #nrr #customersuccess
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Kevin Morgan
Morgan Executive Search LLC • 8K followers
AEs are not short on activity. They are short on precision. In the last few months, I have seen this pattern repeat across multiple CRO searches in PE-backed SaaS. Reps are running full schedules, logging calls, moving deals. But the pipeline does not reflect it. Stages are inflated, next steps are vague, and qualification is optimistic at best. The issue is not effort. It is inspection. Three things that separate the teams getting this right: • Clear exit criteria at every stage, enforced by the manager, not just the rep • Next-step ownership confirmed before the call ends, not after • ICP discipline that kills bad-fit deals early instead of carrying them for two quarters The CROs who are winning in this market are not running more campaigns. They are tightening what counts as a real opportunity. Inspection beats motivation speeches. What is the one inspection metric you trust most right now?
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Mike Groeneveld
Everstage • 14K followers
The territory allocation debate in SaaS sales is the worst debate of 2025. And the only reason it keeps resurfacing is because people still treat SaaS like a field-sales operation. There are industries where territory planning absolutely matters. If you sell into manufacturing, field services, or any environment where reps physically visit sites, geography plays a real role. Travel time, proximity and face-to-face access matters - I’m not arguing that. But SaaS is a different world. Most selling happens online. Buyers evaluate software from wherever they sit and geography tells you NOTHING about how a buyer communicates, what they value, or how they make decisions. Yet companies continue to assign accounts based on maps as if state lines guarantee fairness. They don’t. Some regions will always be richer. Some will always be slower. New York will never resemble Arkansas. Drawing neat borders has never solved performance gaps in SaaS. The real driver of performance is something leaders rarely sit with long enough: how well each rep’s communication style, natural tendencies, and persona align with the buyer environments they’re selling into. If you have ten reps, this is the part you cannot skip. You must understand, with intention: — Which reps are analytical and naturally align with analytical buyers. — Which reps are outgoing and relational, and build trust faster in conversational environments. — Which reps are more reserved and thrive with buyers who prefer structure and detail. — Which reps are fast-paced and comfortable in quick decision cycles. — Which reps need deeper, steadier conversations to build long-term trust. — Which reps handle multiple stakeholders with ease versus those who perform best with focused one-on-one relationships. — Which reps align with rigid, formal communication norms versus more fluid, exploratory ones. This is not optional work. If you skip this, no territory model will ever feel fair or perform well, because you’re matching accounts to locations instead of matching accounts to the actual capabilities of your reps. When you allocate accounts based on communication fit and persona alignment, everything changes. The conversations feel smoother. Trust builds faster. Reps operate with more confidence because they’re selling into environments that make sense for how they naturally work. You get more predictable performance without changing your headcount or your product. This is why the territory debate in SaaS needs to end. SaaS doesn’t have a geography problem. It has a fit problem and once you solve for fit, the map stops mattering.
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John Thackston
SOAR Performance Group • 8K followers
Gartner recently released a survey on CSOs top priorities to improve sales results. #1 was pipeline generation, which I found confusing. Most complex b2b products have at least a 6 month sales cycle. It’s currently June 18. If you’re on a calendar fiscal, whatever pipeline you are creating now will more likely close next year than this year. Want better results this year? Focus on better execution for what you have in pipe.
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Champion Sales & Marketing, Inc. (CS&M, Inc.)
589 followers
Most SaaS conferences are a big distraction. They sell the dream of growth and velocity...Back it up with fear stats like “only 0.4% get to $10M ARR”… And then offer the same recycled speaker lineups you could learn from on YouTube or LinkedIn with a quick search. These events do work but just not for the attendees. They work for the event organizer, the venue, and the speakers promoting their own products and services. But for most founders it’s a 3-day vacation dressed up as business development. You don’t get velocity from panel talks. You get velocity from better strategy, clearer messaging, stronger targeting, and relentless market validation. Until then, no amount of “connecting with peers” will help you escape the valley of death. #b2bsales #saleseffectiveness #marketingeffectiveness #salesandmarketing #founders #cofounder #salesdevelopment #salesgrowth #newbusiness #startups #b2b #CEO
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Nicholas W.J. Biron
3Sixty Insights • 12K followers
Kyle James makes a great observation about how GTM teams are approaching platforms like Gainsight today. What looks like hesitation is often discipline. Teams are taking time to pressure test workflows, data, and ownership before committing to a platform. That behavior does not diminish the value of Gainsight. In many cases, it increases it. When teams arrive with clearer intent and operational readiness, adoption improves and outcomes compound faster. The signal here is not about building instead of buying. It is about earning the right to scale with the platform once the foundation is actually in place. https://lnkd.in/emF9ZvCQ
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Alice de Courcy
deC Growth Advisory • 30K followers
A CMO’s weekly/monthly insights cadence part 2. Next up: Pipeline Progression Call: Weekly. This is a Sales X Marketing X Ops call. Each pipeline generating team: marketing, partner, outbound SDR, outbound BDR, fills out a memo style overview of pipeline week on week progress as well as highlighting any challenges. Initially it felt like a weekly call to track pipeline may not yield much because it would be a little too frequent to uncover impact from initiatives the week prior, but actually this intense discipline and focus on weekly pipeline generation by team has been a big unlock. Cross functional issues get surfaced much earlier and get unblocked much faster. Ownership and accountability has improved tenfold. It got everyone focused on discussing the same data vs relying on different views on separate dashboards that made threading the needle of the problem more difficult to diagnose. Importantly this is not a call for marketing to defend their pipeline position and lay blame on coverage gaps with other teams. I see this call as the time to work out how Sales, Marketing & Operations can pick the next best set of actions that will improve our chances of hitting that weeks budget pipeline target & close any gaps that may have built up. Pipeline Monthly Review: Monthly. The set-up for this call is similar to the weekly cadence, but the focus is on looking and uncovering monthly trends that require correction in order to remain on track for that quarters budget number. Are we generating in month pipeline at the same rate as we previously were? Is there a pipeline generation team that has built up a gap? If so what’s the gap, what are the 1-2 biggest causes of that gap and importantly what is our plan for correcting it? For issues identified in the previous monthly pipeline review are we seeing corrective trends in the data as a result of the actions we prioritised in month? Budget Committee: Monthly. This is a marketing leadership call where we build our monthly budget deployment plan. We'll reconcile the previous months spend and performance and use this alongside trending historical data and required deeper investigations to provide the detailed rationale for how we allocate spend for the month ahead. I like these calls to be lively debated. I want my leaders to bring forward strong business cases for how the $ are best allocated in order to hit our goals and how the data shows this is the best approach. It should take us a few iterations before we land on a plan that everyone is aligned on and happy to proceed with. If there is no discussion or debate then I question if my leaders are challenging the data and the approach enough. LinkedIn limits mean I can't fit a review of our final meeting cadence, which is: Quarterly full business review. This call is a deep dive into all of our create and capture demand activities by region and segment. More on that another time. #demandgeneration #b2bmarketing
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James Colgan
Bryj Technologies, Inc. • 9K followers
CPO Playbook: Building Strategic Product Partnerships with Your CFO and Board In today’s market, capital efficiency is the new growth. Boards and CFOs are asking harder questions about ROI, and the Chief Product Officer can no longer afford to answer with features and timelines alone. To have true influence at the strategic level, great CPOs must evolve - from roadmap owners to financial storytellers. This playbook breaks down the 5 levers every CPO can use to connect product initiatives to business outcomes like ACV growth, CAC efficiency, and net retention - becoming indispensable to both the CEO, CFO, and the board. --- 1. Translating Product Strategy into Strategic Narrative Key Business Levers: ACV, NRR, NDR Your product strategy *is* your strategic narrative. Yet many boards hear about features and timelines, not outcomes. The best CPOs shift from talking about *what* they’re building to *why* it matters—anchoring product bets in financial upside. For example: - Launching premium features? That’s ACV expansion. - Driving adoption across new teams? That’s NRR lift. - Reducing churn through onboarding improvements? That’s NDR gain. The best test? Can your CRO, CFO, and CEO all articulate your product strategy - and how it drives financial performance? When product leaders speak the language of unit economics, they become strategic amplifiers—not cost centers. --- ✅ In the full version: - Turn your roadmap into a forecast of future cash flow - Build Product Ops as a unit economic cockpit - Drive retention, upsell, and valuation through PLG and PLS - Help your board understand how product powers margin and growth 👉 Subscribe to access the full playbook → Link in the comments
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CFO
57K followers
Seismic CFO Evan Goldstein and CRO Hayden E. Stafford discuss how collaboration, accountability and shared metrics are driving Seismic’s next phase. “Sales wants to close deals quickly and more resources in the field," said Goldstein. "Finance wants predictability, visibility and control. The truth is, you need both.” https://lnkd.in/eAyMNvab
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Greg Portnoy
EULER • 25K followers
Rob Moyer built the Gong Collective into 250+ partners and one of the most effective revenue engines in B2B SaaS. Most partnership leaders think scale means more. More partners. More programs. More headcount. Rob Moyer tried that at Gong. Partner count up. Complexity up. Headcount up. Revenue? Not up. So he flipped the script entirely. In this episode of Partnerships Unlocked, Rob breaks down the "less is more" philosophy that turned Gong's ecosystem into one of the most effective revenue engines in B2B SaaS. Four frameworks he shares that are worth the listen alone: - The $100M Blueprint - from ad-hoc referrals to a measurable revenue engine. - The Attribution Fix - clean partner data, real forecasts, actual ROI. - Internal Alignment - stopping the sales vs. partnerships collision before it kills your program. - The Less-Is-More Rule - why depth with a few partners beats chasing volume every time. If you're running partnerships like a support function and wondering why revenue isn't moving... This one's for you. Watch it here: https://lnkd.in/gixYbs8T Or listen on your favorite podcast platform.
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Mark Walker
Nue.io • 7K followers
For large, established SaaS companies sitting on billions in annual recurring revenue, adopting new pricing models like usage or hybrid is a high‑stakes move. As Metronome CEO Scott Woody and I discussed, transitioning an entire customer base in one motion is unrealistic. The emerging playbook is something different: strategic self‑disruption. Leaders are introducing a new AI‑enabled SKU or product line and running it like a lean startup inside the company. By starting small, often with new customers only, they limit downside risk and focus on finding product‑market fit while tuning the commercial model over six to twelve months. This approach avoids blowing up a stable base of seat‑based ARR while you're still figuring things out. Scott described this as a multi‑year transition where a five‑billion‑dollar pie is carefully migrated toward a new zero‑dollar pie. That kind of transition is hard. It takes top‑down commitment and the ability to operate like a startup without losing control at scale. Each model presents trade-offs. Usage models carry margin volatility. Subscription models can limit growth. The winners are experimenting constantly and building infrastructure that lets them adapt. The payoff, however, is significant. These new product lines benefit from AI‑native growth loops while still leveraging a massive installed base, which can produce exceptional growth curves. This strategy relies on revenue infrastructure built for speed and flexibility, where pricing changes can be launched in days rather than quarters. If your systems cannot support hybrid models or enable experimentation without operational risk, you’re delaying an unavoidable strategic shift. For more on how successful companies are moving forward, check out the conversation between Scott and I. https://lnkd.in/gKdEpeUm #RevOPs #AI #SaaS #Nue
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