Eileen Scully

Stop committing revenue malpractice. You wouldn't let patients guess their diagnosis and treat them accordingly. So why does enablement do exactly that with your revenue org? I watch sales leaders, or highly paid consultants, ask revenue producers and supporters what they think the problem is...and then treat everyone the same. Meanwhile, reps get trained on gaps they don’t actually have, distracted from real work, and labeled as will problems when the issue is skill. Ever do months of internal skill mapping, and not see a revenue result? Or pay hundreds of thousands of dollars for a consultant to uncover your teams gaps, without and measurable impact? To prescribe without diagnosis is medical malpractice. To train without diagnosis is revenue malpractice.

47

13 Comments

When I see content like this, I stop scrolling. These 9 questions cut straight to the difference between a manager and a leader. I’ve sat in those rooms where culture, hiring, and coaching either build momentum or destroy it. Every sales leader should read this twice. Powerful insights from Mark Kosoglow and the 30 Minutes to President's Club crew. 🔥 Worth the read!

7

Sales mid-managers are at the biggest risk in 2026. ICs will still sell. VPs and Directors will own the numbers - and get blamed when they’re missed. So if you’re in the middle, and you’re not adding real value - why do they need you? The role has changed fast. You have to really know your people: who’s blocked, distracted, or quietly burning out. You have to understand your tools: how they connect, how they fail, how AI can actually fix problems. If you can’t navigate the systems your team uses every day, you can’t lead them. You have to understand how sales works as a system: pipeline, conversions, inbound and outbound flow. And you have to communicate clearly. No buzzwords, no corporate tone. Just clarity. The middle layer in sales is under pressure. If you’re not enabling, simplifying, or lifting the team - you’re optional.

26

9 Comments

Most PE-backed healthcare platforms have 2-3 people in corp dev running a pipeline that's 5x what it was three years ago. Same headcount. Same tools. Same spreadsheets. The bottleneck isn't deal flow. It's deal operations. Target screening. Market sizing. Diligence prep. Comp table builds. Each one can eat 20-40 hours per deal. Multiply that across 5 simultaneous targets and your team is triaging, not analyzing. I've sat in that seat. Built acquisition pipelines from scratch. Ran processes where the team was underwater before the LOI even went out. The platforms pulling ahead aren't hiring their way out of it. They're compressing the research and analysis layer and getting to LOI faster with leaner teams. I'm dropping a full breakdown of this in next week's Healthcare M&AI newsletter. The hire vs. outsource math, what actually breaks first under deal volume, and what fractional deal operations looks like in practice.

29

2 Comments

Every SDR leader knows the pain. You finally get your top performer humming, and next quarter you’re backfilling them with someone brand new. That new SDR is learning everything: product, personas, competitors, tools. All before they even get to the hard part…figuring out what to say. Smart leaders bake this ramp into their pipeline models. Some even add “phantom” headcount to cover the gap between fully-ramped reps and the reality that 30% of the team is still learning the basics. The new SDRs heads are spinning as they bounce between six different systems of truth. So it’s no wonder new reps move at a glacial pace. That’s where Roomie AI Spark changes everything. Common Room already brings all your GTM signals into one place. Spark takes it further by turning those signals into natural-language insights that tell reps exactly what’s been happening at an account. Picture this: A champion joins a target account. In the old world, your SDR digs through Salesforce, hunting for context from their last company and stitching together context about the target account. Then they try to Hemingway it into a relevant messsage. It takes 20-30 min per message. In the new world, they hover over the contact in Common Room and Spark instantly surfaces everything — who they are, what’s happened, even Gong call insights from their previous employer. If I’d had this when I led SDR teams, I wouldn’t have needed to model ramp time because ramp time would be cut in half.

29

3 Comments

Sales capacity ≠ headcount- especially in the age of AI Hiring more reps is no longer the silver bullet for growth. Real capacity comes from productivity per £, not bodies on seats. And right now, AI is exposing the gap between activity and impact. Are reps ramping faster than your CAC tolerance? Are they prioritizing pipe or just reacting to noise? Is your tech stack helping them sell - or just report? AI won't replace sellers, but it will replace slow, manual, low-leverage workflows. The most valuable pipeline is already sitting inside your current team.

3

This is 100% a shift CSMs can take from being support to consultative. I’ve been focusing the last six months on figuring out how our product which is structured data, can support our customers to use other tools to drive additional efficiencies like being used with AI tools, data visualization dashboards etc.

8

1 Comment

Everything gets dumped on CS—and then we’re told to fix retention. Sound familiar? Post-sales leaders say this all the time. It’s a symptom of a reactive, overwhelmed team. I help turn those teams into strategic, proactive revenue drivers. Here’s the four-step framework I use to make that shift: 1. Build process around value delivery We start by asking: what can be automated or systematized? If value isn’t delivered and communicated consistently, retention suffers. 2. Map the client journey with playbooks From onboarding to churn indicators, we create playbooks that improve time to value, celebrate milestones, and get ahead of risks—while reinforcing impact at every stage. 3. Align voice across all touchpoints Using a "many mouths, one voice" model, we train all client-facing teams to speak the same language. That means aligning Marketing, Sales, and CS around the same value narrative. 4. Link KPIs to customer outcomes Retention doesn’t just belong to CS. I help internal teams tie their KPIs to the client outcomes that drive revenue, so success is shared and goals are unified. Strategic retention requires coordination, not chaos. That’s how we make CS a revenue engine. How are you making your post-sales team more proactive and aligned?

7

24 Comments

If your CSMs think like Account Managers, you’ll retain revenue. If they think like CEOs, you’ll multiply it. Let me explain Most CSMs are trained to serve customers. Few are empowered to lead outcomes. Account Managers ask, “How can I help?” CEO minded CSMs ask, “What is blocking your growth this quarter?” The difference? One reacts to problems. The other shapes strategy. When your team starts thinking like CEOs  • They stop chasing renewals and start owning business impact.  • They connect customer goals to product investments.  • They turn every QBR into a boardroom conversation. That’s when Customer Success shifts from being a cost center to a growth multiplier. I once worked with a CSM who turned a renewal conversation into a co-innovation deal not by upselling but by reframing the value her customer was missing. That single move added $1.2M in expansion ARR. That’s what happens when your CSMs stop managing accounts and start running portfolios. The future belongs to commercially confident, product fluent, growth focused CSMs; the ones who lead with business acumen, not activity reports. If you are building your next gen CS org Are your CSMs being trained to think like operators or like CEOs?

178

55 Comments

If your AEs are being asked to self-source opportunities, don't pull a list of accounts and go outbound cold. Instead have your reps focus on targets where you have already done account profiling. This makes a ton of sense! AEs get paid a lot more than SDRs. AEs also tend to be rusty at cold calling or other outbound prospecting methods. AEs say, "Isn't that the job of the SDRs?" Why would you have an expensive resource like this doing something that they are not generally as good at? Yes AEs need to self-source 33% of their deals. It's just a question of how they do it. One entrepreneur mantra is to put people in roles that play to their strengths. Once you've had one or more first scheduled conversations with an account, you probably know if it's a good fit or a waste of your time. All too often those initial discovery calls don't go anywhere. No opportunity comes from them. The people you talk to are friends that give you information, but don't have influence over any other members of a potential buying group. Conventional wisdom is to recycle these accounts to marketing to nurture. I'll argue something entirely different. If you know that the account profile is good because they have the right underlying organizational structure, potential use cases, technologies they use, or other firmographic information, it's time to DOUBLE DOWN. These accounts are where your AEs should focus all of their prospecting energy. If they do and figure out there is no ability to create consensus amongst the stakeholders for what they fix, accomplish, or avoid, then pull the plug and go to the next account. I'd way rather have my AEs going after fish that they know are good vs. ones they might have to throw back. Thank you to Roger Zacapa for this gem. #selfsourcingopportunities #salesprospecting #aeprospecting #salespipeline #saleshunting #sales

32

3 Comments