Sales Approaches

PE partner told me something that blew my mind last week "We don't invest in companies with great sales teams anymore. We invest in companies with great sales systems." He explained it like this "A great sales rep can hit 150% of quota. But what happens when they leave? The knowledge walks out the door with them." "A great sales system creates multiple people hitting 120% consistently. And it's repeatable." He showed me the numbers from their portfolio. Companies that scaled past $100M all had one thing in common They systematized EVERYTHING. Lead routing. Follow-up sequences. Objection handling. Proposal generation. Onboarding processes. The companies that stayed stuck under $50M were still depending on individual reps to figure it out. "We learned this the hard way," he said. "We bought a company with three amazing salespeople. Two of them left within 18 months. Revenue dropped by a gross amount" Now their investment thesis is ... can this sales process work without the current team? If the answer is no, they don't invest. This completely changed how I think about building sales organizations. Stop hiring your way to growth. Start systematizing your way to growth. Document everything. Automate what you can. Make it repeatable. Your company's value isn't tied to individual performance anymore. It's tied to systematic performance. The companies that understand this are the ones getting acquired for 10x multiples. The ones that don't are getting left behind. — ♻️ Repost and follow for more insights See what we're doing at Skaled Consulting to help companies create repeatable, scalable processes

I warmed up a prospect for 3 months on LinkedIn before our first call. They signed a £75K deal in 3 days. Modern selling demands a new approach: cold outreach fails, warm relationships win. Think about it... That prospect had consumed 47 of my posts. Watched my videos. Read my articles. Engaged with my content. By the time we jumped on that first call? They already trusted me. They already knew my approach. They already understood the value. I didn't have to sell them. They'd already sold themselves. Here's my framework for turning content into closed deals: 👇 1. Build trust at scale BEFORE the pitch Stop spraying and praying with cold messages. Start building relationships through value. Each post builds trust. Your insights mark credibility. Stories create connection. Your content is doing the heavy lifting while you sleep. 2. Let buyers self-educate on THEIR timeline Modern buyers don't want to be sold to. They want to discover solutions themselves. ↳ 70% of the buying journey happens before they talk to sales ↳ They're researching you before you even know they exist ↳ Your content is either attracting or repelling them Give them what they need to make informed decisions. 3. Recognize the REAL buying signals Forget MQLs and SQLs. Think about PQLs (product qualified leads) Here's what actually matters: - Multiple engagements across different posts - Bringing colleagues into the conversation - Asking specific, detailed questions - Moving from public comments to private messages These aren't leads. These are pre-qualified buyers. 4. Keep momentum BETWEEN meetings Here's where most deals die: The 167 hours between your calls. While you're chasing other prospects, your buyer is: ↳ Getting cold feet ↳ Talking to competitors ↳ Forgetting why they were excited Smart sellers stay present even when they're not there. This is where tools like Consensus come in. They let buyers explore demos on their own time. Answer their questions at 10 PM. Share materials with their team. Stay engaged between touchpoints. It's how you keep social selling momentum right through the demo stage. https://lnkd.in/ePVWw-Bi 5. Close with confidence, not pressure When trust is already built? When value is already proven? When buyers are already educated? Closing feels natural, not like a battle. The best deals I've ever closed felt inevitable. Because the relationship started months before the opportunity. Here's what this approach delivers (in my experience): ✓ Significantly faster sales cycles ✓ Much higher close rates ✓ Bigger deal sizes (pre-sold = less negotiation) ✓ Happier customers (they chose you, not the other way around) Stop thinking of social selling as "nice to have." Start treating it as your primary sales strategy. Your next big deal isn't in your CRM. They're scrolling LinkedIn right now. What content are you creating to catch them? #ConsensusPartner

Some of the fastest-growing AI companies are hitting $3-4M in revenue per employee. If your first instinct is to hire more reps to hit your number, you’re already scaling wrong. The traditional mindset goes something like this: → More pipeline needed? Hire more SDRs. → More deals to close? Add more AEs. → Scaling? Build layers of management, RevOps, and enablement. That used to work when markets were inefficient, software wasn’t intelligent, and the only real multiplier was human effort. But that model breaks in 2025. Not because people are worse but because you can now do more with fewer people. Today, the companies that are scaling fastest aren't doing it through headcount. They're doing it by designing systems that process their TAM faster and more efficiently than ever before. Just look at the early standouts: Cursor: $1.7M ARR/FTE Aragon.ai: $1.1M ARR/FTE Bolt: $1.3M ARR/FTE So instead of asking: “How many people do I need to hit this number?” Sales leaders should now be asking: “How can I process this TAM with fewer humans and smarter systems?” Agents win in areas where speed, consistency, and volume matter more than nuance. → Email — consistent, context-aware follow-ups → Social outreach — timing DMs, warming up prospects → Pipeline acceleration — replying instantly, confirming meetings, managing buyer intent queues → High-volume outbound — things that would take a rep 8 hours now take a few seconds This is becoming the new GTM baseline. There are still key moments that require EQ, trust, and creativity and that’s where your reps shine. → Cold calling → Social selling — posting content, building presence, becoming a magnet for inbound → Discovery & deal progression — understanding nuance, navigating internal politics, negotiating complexity The point isn’t to replace people. It’s to redeploy them where they create the most leverage. The best GTM teams of the future won’t be larger. They’ll be smaller, sharper, and system-led — blending humans + agents in one operating model. That means sales leaders need to redesign the org from the ground up: - Define which parts of the funnel are agentic vs human-led - Shift hiring from volume to strategic role design - Rebuild onboarding to include agentic collaboration - Change the way you measure performance — it’s not about how many calls, it's about how fast and effectively you're processing TAM You don’t need 100 reps. You need 10 reps and 1 agent that can do the work of 50, instantly, tirelessly, and without dropping the ball.

Your business shouldn't collapse when someone takes vacation. Yet most creative firms operate exactly this way. While building Essajees Atelier, I took pride in our personal approach. Every project relied on - individual expertise - relationships, and - institutional knowledge in people's minds Then reality hit. When a key team member called in sick or left, projects would stall. Our trusted contractor handled approvals seamlessly, but when he moved on, we realized we had no documentation of his process. It's like being just one resignation away from chaos. That's when we got feedback from one of our clients, which stung, but it was accurate. Our business depended entirely on people being available and engaged. That's not scalable and definitely not sustainable. We went from being people-driven to systems-driven. 1-This meant documenting everything: When that contractor handled approvals, we had to break down every step he took. What documents he reviewed, whom he notified, and which checkpoints he monitored. The level of detail required was exhausting. 2-We started tracking clear metrics at every handoff: This included timelines met, budget variances, client satisfaction scores, and error rates. These numbers showed us whether our process changes actually improved consistency. Because the devil is really in the details. The hardest part isn't building systems. It's enforcing them. People naturally revert to old habits when they've developed their own shortcut.  I had to find a way to keep us all aligned. » Every morning we review which workflows stalled overnight and why. » When someone deviates from documented procedures, we coach them. » This cycle of build, audit, and adjustment became our daily discipline. That's how you scale without sacrificing quality. I discovered that I love designing systems because it's creative problem-solving. Making people follow them requires different skills entirely. You have to make a system so clear and useful that following it becomes an instinct. Now when team members take time off, projects continue smoothly. Our knowledge lives in systems, not just in people's heads. Do you run a people-driven or systems-driven business? #business #systems #operations #entrepreneurship

My client once told me, "We've been doing the same strategy for years, and it used to work—why isn't it working now?" Because the market changed. Buyers changed. But their approach stayed the same. After a deep dive, we tweaked their messaging, refined their targeting, and shifted from a generic pitch to a value-driven conversation. In 90 days, engagement skyrocketed by 35%, inbound leads doubled, and they closed their biggest deal yet. Here’s the thing: B2B doesn’t have to be robotic. The best sales and marketing strategies aren’t about pushing products—they’re about human connection. I call this the "People-First Growth Framework." Here’s how you can apply it: 🔸 Stop talking at your audience—start talking with them. Comment on their pain points, use their language, and be part of their world. 🔸 Lead with value, not vanity. Nobody cares that you’re the “#1 solution” unless you can show them exactly how you’ll solve their problem. 🔸 Experiment relentlessly. What worked last year won’t necessarily work today. Test, adapt, and evolve. The truth? Growth comes from change. If you’re stuck, it’s time to rethink how you connect, engage, and sell. --- ♻️ REPOST if this resonated with you! ➡️ FOLLOW Rheanne Razo for B2B growth strategies, client success, and real-world business insights.

🔍 What Makes Trade Marketing Work in Modern Trade vs. Traditional Trade? Retail in the CPG/FMCG world isn’t a one-size-fits-all game. The difference between winning in Modern Trade and Traditional Trade comes down to how well you tailor your trade marketing strategy to each environment. Having worked closely with both formats, here’s what consistently drives results on the ground: 🏬 Modern Trade: Data-Driven, Structured, and Visually Competitive Premium shelf space is a must Visibility is everything. Work with retailers to execute detailed planograms and secure eye-level placement. Scale matters National promotions and bundle offers help move volume fast—especially across organized retailers with wide footprints. POSM needs to impress Think digital screens, lightboxes, branded fixtures. The goal is stopping power, not just presence. Data tells the truth Use store-level sales data to adjust tactics, refine SKU assortments, and track what works. Marketing calendars must sync Collaborate with central buyers to align activations with peak footfall periods and seasonal pushes. 🏪 Traditional Trade: Relationship-First, Fast-Moving, and Grounded People buy from people Trust with store owners is your biggest asset. Visits, follow-ups, and shared wins build loyalty. Keep POSM simple and visible Posters, shelf talkers, and clear price cards get the message across in seconds. Trade incentives still move the needle Whether it’s free cases, discounts, or loyalty rewards, motivating the retailer works. Presence is performance Regular visits are critical to ensure planogram compliance, availability, and merchandising. Agility wins The best teams respond fast—whether to stockouts, competitor moves, or feedback from the shop floor. 📌 The takeaway? Modern Trade thrives on systems and data. Traditional Trade thrives on people and trust. Knowing the rules of each game helps your brand not just show up—but stand out. Curious how other FMCG professionals are adapting their trade marketing strategies? #TradeMarketing #ModernTrade #TraditionalTrade #RetailMarketing #SalesExecution #POSM #ShopperMarketing #CPG #FMCG #ChannelStrategy #MarketingStrategy #StoreExecution

I’m meeting tomorrow with the CEO of a PE-backed software company to discuss a CRO coaching engagement — not because the CRO is underperforming, but because the business is scaling and the demands on the role are changing. In PE-backed environments, CRO success is rarely determined by effort, intelligence, or prior experience alone. 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝗶𝘀 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝘁𝗵𝗲 𝗖𝗥𝗢 𝗰𝗮𝗻 𝗱𝗲𝘀𝗶𝗴𝗻 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗴𝗼-𝘁𝗼-𝗺𝗮𝗿𝗸𝗲𝘁 𝘀𝘆𝘀𝘁𝗲𝗺, 𝗼𝗽𝗲𝗿𝗮𝘁𝗲 𝗶𝘁 𝘄𝗶𝘁𝗵 𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲, 𝗮𝗻𝗱 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗮𝗹𝗹𝘆 𝗮𝗱𝗮𝗽𝘁 𝗶𝘁 𝗮𝘀 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝗺𝗮𝗿𝗸𝗲𝘁 𝗲𝘃𝗼𝗹𝘃𝗲. This is where even strong revenue leaders can benefit from additional perspective. Most senior sales leaders have worked at a handful of companies. That experience is valuable, but it also means each new role brings a materially different context — different ICPs, motions, constraints, and board expectations — where past playbooks don’t always translate cleanly. That’s why I was pleased to be a significant contributor to Bullingstone Associates’ new white paper, “CROs Who Succeed,” based on interviews with 18 GTM Operating Executives across leading PE/VC firms. A few insights from the research: 1) CRO success is about system design, not heroics The strongest CROs don’t just “drive revenue.” They make explicit, integrated choices about ICP definition, segmentation, coverage model, capacity and quota design, operating cadence, pipeline management, forecasting, metrics, incentives, and decision rights. When these elements are implicit or misaligned, performance becomes personality-driven and fragile. 2) Experience without adaptability is a hidden risk Experience doesn’t fail CROs — rigidity does. As Steve Pace (Thoma Bravo) notes, hunger, resilience, and adaptability under pressure often matter more than pedigree. First-time CROs frequently outperform seasoned leaders because they diagnose before prescribing and adjust as real data emerges. 3) Execution under pressure determines outcomes — coaching accelerates it CRO success is ultimately executional, but execution only works when the system is clear. That means consistent inspection rhythms, clear ownership, disciplined trade-offs, talent calibration, and fast feedback loops. Coaching isn’t corrective; it’s a force multiplier that sharpens judgment, pressure-tests system design, and compresses learning cycles as complexity increases. 4) CRO tenure is often a governance and communication issue As JD Miller (Rothschild) puts it, CROs don’t get removed for bad news — they get removed for surprise. Translating pipeline health, risk, trade-offs, and timing clearly and early to boards is a critical — and often underdeveloped — part of the role. Overall takeaway: CRO success compounds when the revenue system is clearly defined, well-run, and continuously adapted — and when the CRO is supported in doing that work. White paper in the comments. Wayne Starritt

Quick reality check for business owners:  Who runs your business: your people or your systems? When key tasks and decisions live in the heads of a few individuals, the business feels fragile to buyers. Personality-driven operations create risk: if someone leaves, problems will likely arise. Document processes, train employees, and codify knowledge to turn critical functions into repeatable systems. Systems build continuity, reduce risk, and show that the business can operate independently of any single person, including you. That clarity makes the business more investable and attractive. Personality-driven businesses are harder to sell, but process-driven businesses close smoothly and instill buyer confidence.

We scaled our systems to build a $3.8M sales pipeline with just 2 people. Here's how we did it - and why bigger teams often hurt more than they help. It’s easy to for B2B companies to think more salespeople = more revenue opportunities. We set out to prove the opposite. (We're an automation company - of course we automated our sales approach 🙂) - The traditional approach: hire more reps, make more calls, create more pipeline. - Our approach: eliminate waste first, then optimise what remains. How we did it with minimal headcount: Step 1️⃣: Record once, replay forever Strategic webinars replaced repetitive demos. Instead of giving the same 45-minute presentation 10 times per week, we recorded it once. Prospects watch it beforehand, then our first call becomes immediately valuable. Step 2️⃣: Quality over quantity at events Trade shows with purpose, not spray-and-pray booth duty. We focus on qualified conversations that convert to real opportunities, not collecting business cards. Step 3️⃣: Filter before you invest Our intake form filters serious prospects from tire-kickers before we invest any time. No budget, no timeline, no problem worth solving = no pipeline entry. The result: I actually killed off $1M in unqualified pipeline to focus on the $3M worth pursuing. Our average deal cycle dropped to 87 days. The downside of bigger sales teams is that they can also scale problems. For example, if they:  - Can't deliver what they sell - Create complexity, not clarity - Optimize for activity, not outcomes The lesson: Before you scale your team, scale your process.