Ryan Muir

Is your GTM System struggling to deliver high ROI? New data from 320 B2B companies reveals a sobering truth: 38% are hobbled with 𝗺𝗶𝘀𝗮𝗹𝗶𝗴𝗻𝗲𝗱 𝗦𝗮𝗹𝗲𝘀, 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴, 𝗮𝗻𝗱 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝘁𝗲𝗮𝗺𝘀. Sound familiar? The top GTM challenges that leaders must address: ⛓️‍💥 Teams operating in silos instead of as one revenue system ⛓️‍💥 Over-reliance on star performers vs. scalable processes ⛓️‍💥 Reactive firefighting replacing strategic planning ⛓️‍💥 Good customers, but no clear ROI metrics The companies crushing it right now are the ones who 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗲𝗱 𝘁𝗵𝗲𝗶𝗿 𝗚𝗧𝗠 𝗳𝗿𝗼𝗺 𝗮 𝗰𝗼𝗹𝗹𝗲𝗰𝘁𝗶𝗼𝗻 𝗼𝗳 𝗱𝗲𝗽𝗮𝗿𝘁𝗺𝗲𝗻𝘁𝘀 𝗶𝗻𝘁𝗼 𝗮 𝘂𝗻𝗶𝗳𝗶𝗲𝗱 𝗴𝗿𝗼𝘄𝘁𝗵 𝗺𝗮𝗰𝗵𝗶𝗻𝗲. They forecast accurately, prioritize ruthlessly, and quantify customer value precisely. Pick one of these challenges every quarter and get it solved. Small wins compound into market dominance. What's your biggest GTM headache right now? 💙 Your Accounts! PS. 🆓 Get a free GTM Assessment. Just click on the first comment. #B2BGrowth #RevenueOperations #GTMStrategy #GTMPartners

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Talked to 100+ GTM leaders this year 📌 Here's the pattern: 🪜 Rung 1: Manual everything. "We'll automate later." 🪜 Rung 2: Basic Zaps. Breaks constantly. 🪜 Rung 3: Clay workflows. Needs an agency to maintain. 🪜 Rung 4: 12 specialized tools. $42K/year. Nothing integrated. 🪜 Rung 5: Describe what you want. It runs. Most teams think they're on Rung 4. They're actually on Rung 2 with better branding. The jump from 4 → 5 isn't adding another tool. It's removing the ladder entirely. Swipe through to find where you actually are 👉

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Worthwhile guidance from ITR Economics on pricing. But it's missing a key point. The "What Can You Do" section of recommendations hinges on a salesforce that's capable of executing - that they have sold based on value originally, and that they continue to create value. The reality is that most sales teams can't consistently sell at a higher price, or successfully apply price increases when it's warranted. What if you could empirically evaluate your team's ability to do so? Or a candidate's? What could that save you in headaches and earn you in margin?

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“The Partner Ecosystem Is Broken - And Everyone Knows It.” Every vendor wants partner-sourced pipeline.  Every partner program brags about ecosystem reach.  Every portal is full of content.  Yet… Only a small handful of partners ever generate revenue.  Most never activate.  MDF sits unclaimed.  Programs collapse under their own complexity.  Playbooks are unread.  Partners drown in 20+ competing vendors.  Ecosystems stall.  This isn’t a skills issue.  It isn’t a motivation issue.  It isn’t a “train them more” issue.  It’s a structural issue. Partners don’t need more information.  They need Activation - guided, signal-driven, execution-layer support that removes friction and makes next steps obvious. Today, we’re introducing a new category: Partner Activation.  Not enablement.  Not training.  Not portals.  Activation. The system that turns dormant partners into active revenue engines. 👉 Over the next 4 posts, I’ll walk through the full Activation model AND release our hero asset - “The Activation Advantage” - the definitive white paper on how modern ecosystems actually grow. The era of passive enablement is over.  The era of Activation is here. #PartnerActivation #ChannelSales #EcosystemGrowth #GoToMarket #B2BSaaS #RevOps #SalesActivator #PartnerActivation #EcosystemLedGrowth #PartnerEcosystem #ActivationAdvantage

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Your GTM stack is an expensive mess. AI-native companies figured out why. Quick one. How many tools does the average B2B sales rep use to close a deal? Eight. Eight platforms stitched together with Zapier and prayer. 28% of reps hit quota last year. Down from 44% the year before. 72% of their time goes on non-selling activities. Cold email response rates have fallen 41% since 2019. We spent a decade buying tools to make selling easier. We made it harder. The average B2B org runs 305 applications. 53% of licences sit unused. It's $2 of sales and marketing spend for every $1 of new ARR. That's not a tooling problem. That's architectural debt. And the typical response - swap vendors, retrain the team, hire another SDR - is treating symptoms whilst the disease spreads. AI-native companies figured this out. Their response isn't to buy better suites. It's to build composable systems from scratch. Cursor hits $1B ARR with 300 people - $3.3M per employee. Traditional SaaS median? About $112K. That's not a rounding error. That's a different operating model entirely. I tracked 210 GTM roles across OpenAI, Clay, ElevenLabs, Notion, and Anthropic this month. 70% explicitly require AI building capabilities. Not "familiarity with AI tools." Actual building skills. Verkada automated 80% of their SDR workflows - 120 meetings a month versus the typical 20. Rippling doubled YoY cold email performance. Not by working harder. By building better systems. Most companies are assigning juniors to "experiment with AI tools." Nice UX, lightweight workflow tweaks. But when you're trying to 5x total turnover, getting a junior to explore ChatGPT plugins isn't going to move the needle (harsh but true). The companies making this work are hiring senior folk with commercial acumen and giving them product mandates. Sprint cycles. Release notes. Measured outcomes. I wrote up the full breakdown - the economics, the company implementations, and why the gap between intent and execution is a seniority problem, not a technology problem. Read the full post here →

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If you’ve worked in B2B, you’ve seen what strong RevOps looks like. One source of truth, connected tools, clear handoffs, shared dashboards 👷‍♀️ B2B RevOps teams think in systems. They obsess over lifecycle stages. They build detailed scoring models. They coordinate handoffs between marketing, sales, and CS. And they track the entire journey end-to-end 💪 Now imagine applying that same thinking to B2C. Instead of just optimizing for ROAS or POAS, you start mapping out the full customer journeys. You build playbooks for retention. You spot patterns in churn. You treat support as a growth lever. It’s all there. The frameworks. The mental models. The tooling. You just need to adapt them 🙌 B2C might move faster, but the fundamentals still apply. Customers still want to be understood. Teams still need to be aligned. Growth still needs to be sustainable. So let’s stop pretending RevOps is only for B2B! The best ideas are cross-pollinated.

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One AI-native CS Agent replaced a $200K SaaS platform …and unlocked a GTM advantage the old stack never could. SaaS-native GTM is breaking — too many tools, gaps, and headcount. Teams react instead of prevent. We saw it with a $250M ARR SaaS company: ❌ NRR falling, retention weak, no usage visibility ❌ CSMs firefighting daily, planning to hire 8 more We replaced their $200K CS platform with: ⚡ GTM Intelligence Infrastructure 🧠 AI-native CS Agent Now they have: ✅ Unified context across CRM, usage, support, calls ✅ Real-time risk & expansion signals ✅ Agents orchestrating action with compounding memory Impact: 📈 +45% CSM capacity (no hiring) 📈 +250% expansion pipeline 💰 $200K saved This isn’t another tool. It’s a system that thinks. 🔔 Follow Revenue Labs for more AI-native GTM.

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Hidden drag in your GTM could be holding back exit value.Under the Surface: How GTM Mastery Drives Exit Multiples in the Mid-Market https://lnkd.in/eK6wcCag Revenue plateaus, churn, and margin squeeze aren’t the real issues—they’re symptoms. The true growth engine lies beneath the surface: aligned sales, marketing, customer success, and pricing. At Veritac Group, we help mid-market companies activate that engine, driving revenue acceleration, stronger EBITDA, and ultimately higher exit multiples. Read the full blog to see how GTM mastery translates into enterprise value →Under the Surface: How GTM Mastery Drives Exit Multiples in the Mid-Market #PrivateEquity #MidMarket #GoToMarket #RevenueAcceleration #ExitMultiples #VeritacGroup

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4 B2B GTM trends worth paying attention to in 2025 (that actually drive pipeline).   I get it ... trends come and go.    But these 4?   We’re seeing them drive real results across early-stage startups and enterprise sales teams.   Want more pipeline and closed deals?   This post is a must-read.   1/ Founder-Led Sales Content   Buyers don’t trust cold emails. They trust people.   And the founders who consistently post about what they’re building are the ones turning attention into meetings.   Founder content isn’t about thought leadership.   It’s top-of-funnel distribution that drives warm convos at scale.   The sweet spot:   - 2–3 value-led posts per week. - Tactical breakdowns > vague motivation. - Strategic CTAs baked in.   We’ve seen clients go from zero to 30+ SQLs/month by building this into their GTM.   2/ Signal-Based Outbound   Spray-and-pray is dead. Volume alone doesn’t work anymore.   The best outbound?   It's built on signals like job changes, website visits, post engagement, and profile views.   Using tools like AI linkedin Agents, Clay, and Breakcold, you can now:   - Enrich data instantly. - Detect buyer intent in real time. - Trigger outreach minutes after the signal.   Think: message someone 2 minutes after they visit your site or like your post.   The timing alone puts you ahead of 99% of their inbox.   3/ Multi-Creator Brand Strategy   B2C figured this out years ago with UGC.   Now it’s B2B’s turn.   Instead of relying on one founder to carry all the brand weight, smart companies are turning 2–3 internal voices into demand engines.   Pick a few team members from:   - Sales. - Product. - Leadership.   And help them build a content rhythm around what they actually do.   Here’s what happens:   - You reach different segments of your market. - Your company becomes unignorable. - Each voice builds credibility.   And you build trust across the whole organisation. Who could become your key person of influence?   4/ Video-Led Nurture   Still writing long follow-up emails? Try a 45-second video instead.   Video adds tone, personality, and context that text can’t.   And no, you don’t need a studio setup.   We’re seeing short, scrappy webcam videos outperform polished assets in almost every funnel.   Use video to:   - Follow up on demos - Nurture deals that have gone dark - And personalize outbound for high-intent leads   Use video and you'll close more deals.    Period.   This isn’t theory.   We run these plays daily across SaaS, agencies, and service businesses.   Pick one. Build the system.   And you’ll be ahead of 90% of your market by mid-year.   What other GTM trends are you seeing?   Let me know. - P.S Thanks for the support yesterday on my 70,000+ followers post. Doubling down on the path to 100k. If you're new hear follow me (Luke Shalom) on daily posts on GTM, demand generation and Founder-led marketing.

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Most HubSpot dashboards make executives squint. They’re built for ops, not operators — lots of activity, not enough outcomes. If a dashboard can’t answer “Are we on plan?” in under 60 seconds, leadership stops using it. I build revenue dashboards with one rule: every tile earns its spot by informing a decision. Design principles I use: - Start with decisions, not data. What should leadership do next: invest, reallocate, intervene, or stay the course? - Align definitions across sales, marketing, and RevOps. One lifecycle, one set of stage definitions, one truth. - Show target vs. actual vs. trend. Direction matters as much as the number. - Assign an owner to each metric and the action it triggers. - Less is more. 8–12 tiles per view, max. What to actually show (outcome-first): - Pipeline coverage by segment and time horizon (this month/quarter/next quarter) - Conversion by stage and source (Lead→MQL→SQL→Closed Won) - Velocity: time-in-stage and total cycle length - Forecast vs. historical win rates (risk-adjusted) - Net new pipeline created vs. needed to hit plan - Stuck deals and stage age vs. SLA - Meeting creation → SQO → Win rate (leading indicators) How I build this in HubSpot: - Custom funnel reports with historical snapshots - Forecast tool + Goals using historical conversion (not just stage probabilities) - Datasets to lock shared definitions and remove filter chaos - Deal stage aging, time-in-stage, and stuck deal views - Attribution tied to deals (UTMs) to connect programs to revenue - Saved views by segment/region/ICP for quick drill-down - Alerts when coverage dips below 3x or stage age breaks SLA Cadence: - Daily: leading indicators (meetings → SQO) and stuck deals - Weekly: pipeline health, creation vs. need, forecast risk - Monthly/quarterly: conversion, velocity, sourcing mix, and plan vs. actual Common pitfalls: - Tracking activity vanity metrics instead of conversion and velocity - No targets on charts (context-free numbers) - Too many filters and custom fields, not enough standards - Dashboards built once, never governed If you want a dashboard that leadership actually uses, I’ll share my Outcome-First Dashboard Checklist and do a quick teardown of your current setup. Drop “DASHBOARD” in the comments or grab 20 minutes: https://lnkd.in/ezawe4AK At Quantum Business Solutions, we blend RevOps, sales training, and sales tech. As partners of HubSpot, ZoomInfo, and ConnectandSell, we align revenue teams around the same reality — and make the numbers impossible to ignore.

Claude Code, Claude Code, Claude Code. All over my timeline. From Rev Ops, to GTM Engineers, to top notch Agency Owners. All are building or innovating, moving to another level. But why... 1) Cost - SaaS is expensive, and orchestration for top level customers is more expensive. Build it yourself is a real solution now. 2) Speed - should you wait for 5 API calls or just orchestrate it how you want. 3) Adaptability - workflows change often. Why should we have to rebuild the same thing 500 times when we can programatically do it in minutes. 4) Scale - Scale usually means more expense (Enterprise plans, etc). We orchestrate large clients and get penalized in reverse for not pushing bigger plans. Much easier to build the solution clients need, vs spending money for the sake of spending the clients marketing budget. Look, I'm not sure the path is quite clear yet but I do know this.....SaaS is changing. Agents are going to be orchestrating what you want when you want it. Data is faster and cheaper, and coding can be done while you sleep. Definitely not boring time to be alive.

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There are a ton of GTM efficiency metrics, but to me, the north stars are: $/total GTM spend $/GTM headcount Everything else is just a slice or deeper dive into these 2.

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One pattern keeps repeating in Enterprise Sales right now. I hear it from every Sales leader, CRO and Sales Rep I speak to. Some are calling it 'Deal Slippage' Others "Elongated Sales Cycles' or simple 'Do Nothing' outcomes. But the premise is the same, deals getting stuck mid-pipe. These deals are a killer for morale, for forecast accuracy and of course for quota attainment. You know the deals I'm talking about...The client is strongly engaged in the early stages, there's a genuine problem to be solved, good traction with their team and then something happens. The momentum disappears, the can quietly gets kicked a bit further down the road. These Zombie deals never quiet die do they?...Instead they just lurch from quarter to quarter, with just enough life to keep them in CRM. If you're dealing with this issue, either personally or across your sales teams, here are 10 Client Red Flags we're consistently seeing in our Client Loss Reviews at the moment. Avoid these 🚩 and you just might put the breaks on your deal slippage problem... 🚩No Genuine Exec Sponsor: If no-one internally has stepped up to defend your deal in the boardroom, or better yet sell the value on your behalf, that's a big red flag. 🚩Lack of Resourcing Depth – Delivery Risk is a huge concern to clients at the moment. If your team feels light or lacking in real-world experience, its a big red flag. 🚩Transition Cost Ambiguity – Hidden, deferred or unclear costs over the life of a project are huge red flags for procurement, who will usually assume the worst and penalise you accordingly. 🚩Top Heavy Team – When sales reps or senior leaders do all the talking, but the delivery team stays quiet, buyers immediately lose faith. 🚩Generic Industry Stories – If client case studies and references don’t sound exactly like their lived experiences, it's a big red flag that you haven't done this before. 🚩Q&A Avoidance – Dodging the hard questions or glossing over the risks, makes buyers assume you can’t answer their critical questions or worse, you don't want to. 🚩Rigid Pricing Models – One number, no options, no flexibility, means buyers feel boxed in and misunderstood, suggesting heighted risk, not certainty. 🚩Governance Gaps – “We’ll work it out post-award” is code for chaos, poor governance and delivery risk. Avoid at all costs! 🚩Slow Responsiveness – Slow response times, suggest slow delivery times, a lack of urgency and poor internal process. Clients think "If this is what you're like before we sign, how slow will you be after we buy" A huge red flag for enterprise clients. 🚩Risk Blind Spots – If you can’t name, explain, manage and mitigate their risks, clients will assume you haven’t seen them or worse, have intentionally ignored them. I could easily share another 20 client 🚩 we often uncover on a daily basis. Instead I'd love to hear one red flag you always look out for, as a sign a deal maybe straying off course?

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SDRs are the backbone of every sales engine—but outdated scripts, vague processes, and one-size-fits-all outreach leave even the best SDRs frustrated and prospects cold. If your SDRs aren't hitting quota, this blog explores what makes a winning SDR strategy—from precision targeting to hands-on enablement—and demonstrates how a modern, growing playbook can open motivation, pipeline growth, and increased revenue. Check out: https://lnkd.in/gJgJG6QP #SDR #SalesDevelopment #SalesLeadership #PipelineGrowth #B2BSales #SalesPlaybook #BeyondCodes #SalesStrategy #ModernSelling

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“Most GTM Teams Don’t Have an AI Problem. They Have a Delusion Problem.” I’ve spent the last 18 months inside 10+ GTM systems. Different industries. Different ACVs. Different teams. And yet, the same uncomfortable truth kept hitting me in the face: "Most GTM teams are sleepwalking into the AI era with a broken operating system…and calling it “innovation.” Let me explain. 1. Everyone THINKS their GTM is fine… until AI exposes the cracks. On the surface: “We have ICP clarity.” “Our message is strong.” “Our scoring works.” “Our SDRs are performing.” “Our data is clean.” “Our funnel makes sense.” Then the moment AI agents get deployed? Scores collapse Routing breaks Messaging contradictions appear Persona logic falls apart Dashboards disagree SDR automation produces nonsense Conversions nosedive AI didn’t break anything. AI simply made the truth impossible to hide. 2. The brutal reality: "AI doesn’t create chaos. It reveals the chaos you’ve been ignoring." Every company that told me “AI isn’t working for us…” actually meant: “Our GTM was held together by heroic effort, tribal knowledge, and luck.” And AI ripped the mask off. 3. The industry doesn’t want to admit this, but I will: "Most companies do not have a GTM strategy. They have a collection of activities held together by enthusiasm." Content calendar ≠ strategy Campaign plan ≠ demand gen Sales script ≠ narrative CRM stages ≠ workflow Dashboard ≠ intelligence AI agents ≠ GTM OS The gap is bigger than people think. 4. The companies winning with AI? They’re not “ahead.” They’re not “smarter.” They’re not “more technical.” They simply did the unsexy work: Cleared their ICP confusion Cleaned their workflows Documented their definitions Built signal flows Established monthly GTM reset rituals Stopped improvising their narrative Fixed their revenue plumbing Then… they gave AI something worth amplifying. 5. That’s why I built the GTM Clarity Operating System in AI era. Because the future belongs to companies with: A real GTM nervous system A working signal architecture A clear ICP A sharp narrative A coordinated AI flow A cross-functional rhythm A system, not a scattered set of tactics This isn’t a plug-and-play framework. It demands uncomfortable conversations, cross-functional honesty, structural cleanup, and the courage to rewire workflows that have been ‘good enough’ for years. That’s why most teams avoid doing this work. And that’s exactly why it works.” Today I’m sharing the full deck publicly for the first time. 📄 The Presentation: A 12-slide blueprint designed to expose drift, rebuild workflows, and make AI work only after GTM is structurally sound. If this mirrors what you’re seeing in your GTM or if your experience contradicts it.. share it. The most valuable conversations happen between operators living these problems every day.

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The faster your company evolves, the faster your RevOps breaks. Here’s why: Startups and (most) mid-market teams move fast. New markets. New messaging. New GTM motions. New segments. But your CRM? Still running on last quarter’s logic. And that’s when the cracks show up: • SDRs chasing the wrong leads • Reporting that makes no sense • Workflows that trigger out of context • Attribution that’s wildly off • Marketing sourced leads, costly ones, not getting followed up on due to orphaned priorities You can’t bolt RevOps onto a fast-moving business and expect it to hold. It needs to evolve with you. That means: • Updating definitions • Cleaning the logic regularly • Refreshing fields and properties • Realigning teams on how the system actually works And yes, if that sounds like hard work, that's because it definitely is! If RevOps is treated like a “setup and forget it” project, you’ll wake up to chaos six months later. Speed demands agility. And that includes your operations.

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A GTM strategy without feedback loops doesn’t fail loudly. It fails quietly. On paper, everything looks fine. Marketing is shipping campaigns. Sales is running demos. Pipeline exists. Dashboards are full. But underneath, something’s off. Sales keeps saying, “These leads aren’t ready.” Marketing keeps saying, “They match the ICP.” Leadership sees activity, not learning. What’s missing isn’t effort. It’s feedback that actually changes behavior. Most GTM teams collect data. Very few teams use it. Closed-lost reasons get logged and forgotten. Objections show up on calls but never make it into messaging. High-intent signals get buried under volume metrics. Insights live in email threads, not in strategy. So teams keep scaling what already worked once, even as the market shifts underneath them. That’s how GTM drifts. The best GTM systems don’t just push activity forward. They pull learning backward. Sales conversations reshape positioning. Lost deals inform targeting. Pipeline velocity influences channel focus. Buyer hesitation becomes content, not an afterthought. When feedback loops are tight, GTM compounds. When they’re loose, teams scale assumptions. If your GTM feels busy but brittle, ask a simple question: What are we learning this quarter, and where did that learning actually change our strategy? That answer usually tells you everything.

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Spot on. I see too many companies trying to “fix” their pipeline with more activity when the real issue is a fuzzy message. If sales and marketing aren’t telling the same clear, compelling story, every touchpoint leaks trust—and revenue. That’s the foundation for everything else.

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