Peter Wride

Is your CPQ capable of supporting separate sales motions? Mary Wike, VP of Sales Ops at Quilt Software, scaled quoting operations while preserving the unique GTM motion of two parallel brands. With DealHub.io CPQ, Quilt were able to create a shared, scalable quoting foundation that adapts to each brand's needs. Read the full story here 👉 https://lnkd.in/dUY7xGE2 #SalesOps #GTMmotions #CPQflexibility

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You are starting your renewal process too late. Are you starting to think about renewals 3 months before the deal end date? Too late. Starting to think about the renewal mid-contract? Too late. Starting to think about renewal during onboarding? Too late. Yes, that’s right, it’s too late. That doesn’t mean customers won’t see success and won’t renew if you start at the times above. It just means that you can do better. The best time to start the renewal process? During the sales cycle. Here’s what that looks like: 1) The sales process isn’t rushed - You take your time to do proper discovery and fully understand the use case for the prospect. One-call closes aren’t always something to be proud of. 2) Multiple parties are involved - You bring in ALL the right people to make this decision. Every owner, stakeholder, and influencer is engaged and understands how your tool helps them and their teams achieve success. 3) You have a clear plan - Your business case is put together with the help of the prospect, and you both agree on how this will be implemented. You also have clear ROI data points that tie back to business objectives. 4) Bring in CS pre-sale - CS/Implementation shouldn’t just show up out of the blue when a deal is closed and drop 25 to-do tasks on the client’s plate. Instead, introduce them early to walk the prospect through what onboarding will look like and what resources are needed from their end. If you do these things, you’re setting yourself up for renewal even before the deal is closed. The first 60 days of any customer engagement are generally the best predictor of retention, so getting out of the gate fast is imperative. Start your renewal process early—before your relationship legally begins.

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Compensation structure may be the most powerful tool for motivating, retaining and growing your sales team. How can you be sure you’re getting it right? Jose Fernandez, co-founder of Easy Comp, joins John Kaplan and John McMahon to unpack how comp plans can shape seller behavior, drive productivity, and align with company goals. From MongoDB to Google, he shares real-world examples of what works, what breaks, and how to build comp plans that actually motivate. Great conversation for both leaders and sellers. Dig in! 🎧https://hubs.li/Q03NYCsw0

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Would you pay your top sales rep $300+/hour to update Salesforce fields? You already are… 6 hrs/week on manual data entry. Another 4 hrs on forecast calls. 3 hrs more chasing contract approvals through legal. That's 13 hrs/week not selling. GTM engineering exists to get those hours back. I've tracked the evolution of GTM roles for 20+ years from sales operations to revenue operations to what we're seeing now. The shift to GTM engineering recognizes that speed requires code. The early signal came from LinkedIn, where Brian Frank ran global sales ops with a dedicated software engineering team. They couldn't wait for vendor roadmaps or IT queues. They needed to move faster, so they built their own solutions. That’s now the pattern. GTM engineers are rebuilding how GTM teams operate. They're writing code that eliminates the friction between a rep's time and a rep's quota. They're automating the admin work that buries sales teams. They're building systems that make selling time the default. The focus is ruthlessly practical: How do we reduce non-value-added time? How do we make forecasts accurate without endless meetings? How do we eliminate back-and-forth between sales, deal desk, and engineering? When founders ask me about this role, I point to time allocation. If your reps are spending more time in systems than with customers, you need someone who can code solutions, not document processes. GTM engineering is about giving sellers their time back. Everything else follows from that.

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I'll say it again... the buyer's journey represents the steps that a BUYER goes through to address a business problem by assessing a purchase. At no point in that journey does a buyer consider where they are in your sales funnel. Nor does a typical buyer care. Companies need to support buyers based on where buyers are in THEIR buying process. Not where you may think they are in YOUR selling process. Measures of funnel throughput might help you identify chokepoints in your internal processes (a good thing to understand) but they can't help you assess what your buyers need from you (a very good thing to understand).

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Real-time signals. Faster deal velocity. Data you can trust. Mike Bohner, Director of Sales Play Operations at Paychex, shares how ZoomInfo helps his team: ✔️ Uncover buying activity the moment it happens ✔️ Confirm what’s driving decisions through call intelligence ✔️ Move deals forward with confidence and speed When teams act fast on the right insights, they don’t just move deals. They move the business.

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Every day, your team dumps another lead list into Salesforce. And every day, the same problems show up. 🚨 Duplicate records clog the system. 🚨 Sales reps waste time chasing bad leads. 🚨 IT gets another request to clean up the mess. It’s slow. It’s manual. It’s frustrating. And while your team is stuck fixing data, your competitors are closing deals. By the time the duplicates are removed and the data is finally clean… ✅ That hot lead already signed elsewhere. ✅ Sales lost another opportunity. ✅ Your pipeline took another hit. Bad Salesforce data isn’t just annoying. It’s a revenue killer. Stop manually cleaning data. Automate it. Match records instantly. Get leads to sales in real time.

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Metronome CEO Scott Woody says pricing used to change every 5 years. Salesforce changed theirs 3 times in 12 months. If you wait around and do a 9-month case study, “by the time you even go live, your pricing model is gonna be outmoded.” Some incumbents are moving at historical speeds. The rest will be outpaced by startups rewriting the market in real time.

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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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Sales and enablement leaders need to build a defensible case for their development initiatives. In this article from RAIN Group, you'll learn how to use data to create a compelling narrative to secure executive buy-in: https://hubs.li/Q039rBzJ0 #SalesTraining #SalesSkills #SalesEnablement

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When a PE-backed manufacturing company struggled with inconsistent sales growth, it wasn’t just revenue at risk—it was valuation. Learn how Sales Xceleration stepped in to build a sales organization that fueled sustainable growth. 📊 Defined a strategic go-to-market plan 📊 Installed sales leadership & accountability 📊 Drove measurable revenue impact Read Now: https://hubs.la/Q03lVZ3W0 #CaseStudy #Manufacturing #PE

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