Insights on scaling B2B revenue

Bad outcomes don't always mean bad decisions - and good outcomes don't always mean good ones. What matters is the quality of your reasoning at the time, and whether you're tracking it well enough to tell the difference.

Most sellers in a large deal build one or two relationships and assume the rest don't matter. They're wrong. The people on the periphery hold information - competitor intelligence, internal dynamics, critical feature concerns - that your main contact either won't share or doesn't know.

Most deals lost to a surprise competitor weren't lost at the close - they were lost weeks earlier when the seller didn't ask who else was in the room. Asking who the competition isn't a risk; not knowing is.

Founder led Customer Success is the parallel of Founder led Sales, but doesn't get anything like the same level of recognition. If you are growing significantly, this will quickly become an issue, and you need to migrate Success to a repeatable process in the same way you would have done with Sales.

Most companies hire RevOps expecting both operational rigour and commercial insight - and get neither. The two roles require different skills, and conflating them in a single job spec is one of the more expensive hiring mistakes a scaling revenue team can make.

Most leaders think they want honest input. What they actually get is anchored agreement, premature consensus, and silence from the people who had the most useful thing to say. The problem is rarely the team - it's how the question gets asked and how the room gets run.