Insights on scaling B2B revenue

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.

Starting with the number of AEs needed when building your revenue plan assumes pipeline, hiring speed, ramp time, and operational readiness will all hold. Most of the time, at least one of them doesn't - and the cost of being wrong is significant.

Most managers say they value coachability but have never actually defined it. Without a clear standard, you cannot hire for it, test for it, or hold anyone to it - including yourself.