Nicole Patel

GTM teams that align see 38% higher win rates. (Source: LinkedIn’s State of Sales report) The reason? When sales, marketing, and RevOps share the same buyer intent signals: ⚡ No fights over lead quality ⚡ Handoffs happen instantly ⚡ Every message matches the buyer’s reality Alignment isn’t a buzzword. It’s a revenue engine. 🎯 See for yourself with a 14 day free trial → https://d36.co/1bWV3 #GTMStrategy #IntentData #RevenueGrowth

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Marilee Bear hits on something I’ve been seeing across a lot of CS teams lately. We all talk about expansion, but not enough teams are set up to actually spot the signals early and take action. We did a webinar a few weeks back on this very topic with Taylor Johnston, and she made a point that stuck with me: “Expansion isn’t a moment in time. It’s the outcome of every meaningful touchpoint.”Taylor's point is that expansion doesn't happen during a single meeting or renewal discussion. It’s the result of cumulative value built over time. Activities like onboarding, academy participation, community engagement, and product adoption are the foundation for expansion. Most customers won’t say “I want to grow” unless you’ve delivered that ongoing, visible value throughout their journey. The link to Marilee's video and the webinar recording are below - sharing because I found them both helpful. Modern CS & Revenue Teams: https://lnkd.in/gFiJFybA Webinar recording: https://lnkd.in/gxDsSBDv

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🗣️ HIRING FULL STACK ENT AEs 🗣️ I strongly believe the future of enterprise sales will be built around smaller teams of truly full stack Enterprise AEs. Teams with high ownership. Clear vertical accountability. Real leverage. We are already seeing early proof that this model works. Our first class of reps are generating meaningful pipeline within their first two months. The ramp has been fast because they are approaching their role as vertical leaders. They are building a point of view, educating their market, and engaging tier one accounts with depth rather than surface level activity. At the same time, the enterprise market is coming around in a big way. GTM leaders are recognizing how painful and fragile their underlying data layer has become. Especially when selling into complex verticals. And for the first time, there is a platform purpose built to solve that problem at enterprise scale. Just last week, three separate $10B+ companies came inbound to speak with us. That momentum is shaping how we are building GTM at DataLane. We are focused on specific enterprise verticals where the pain is acute and the ROI from our platform is immediate. Each Enterprise AE owns a vertical end to end. They are responsible for developing a real point of view on the market, educating it consistently, spending time in the field at industry events, shaping land and expand strategy with customers, and tying our data layer directly to the strategic priorities that matter inside those businesses. Underneath this model, we have gone all in on Claude Code as our GTM operating system. It enables deeper research, faster iteration, stronger messaging, and dramatically higher output. The expectation is depth, precision, and real vertical fluency. Recently I shadowed Max as he builds out our home services vertical. During discovery he used a few acronyms I had never heard before. I was looking them up in real time. The prospect was nodding along because he was speaking their language. That level of immersion is the standard. Enterprise AEs of the future will be vertically fluent, strategically minded, and AI enabled. Smaller teams. Greater ownership. Higher impact. If you are an ambitious Enterprise AE who wants real responsibility, an AI first GTM org and exposure to tier one enterprise accounts, we are hiring!

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Most PE deal teams keep buying more lists… but the best off-market opportunities rarely sit in a spreadsheet. They sit with the people who already make money when a company grows, slows, or starts thinking about succession. 1. Channel partners Distributors, implementation partners, and resellers know exactly who’s growing, who’s stuck, and who’s quietly exploring options. They see the pipeline before the financials do. 2. Niche advisors Industry-specific accountants, small-firm attorneys, fractional CFOs, and boutique consultants hear the succession conversations long before bankers get called. 3. Technicians and field operators In skilled trades and industrial services, the techs know which owners are overwhelmed, understaffed, or ready to hand things off. The ground truths are in the vans, not the boardrooms. 4. Associations and peer groups Most small operators spend more time with peer associations than with bankers. Many quietly share exit intentions there first. 5. Customer-side intel Large buyers often know when a supplier is struggling or when ownership transition is coming. Asking the right questions in vendor reviews opens surprising doors. Off-market sourcing isn’t magic. It’s simply building relationships in the corners where founders actually talk. If you can build a real ecosystem around your target sectors, you won’t need another list.

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A CMO’s weekly/monthly insights cadence part 2. Next up: Pipeline Progression Call: Weekly. This is a Sales X Marketing X Ops call. Each pipeline generating team: marketing, partner, outbound SDR, outbound BDR, fills out a memo style overview of pipeline week on week progress as well as highlighting any challenges. Initially it felt like a weekly call to track pipeline may not yield much because it would be a little too frequent to uncover impact from initiatives the week prior, but actually this intense discipline and focus on weekly pipeline generation by team has been a big unlock. Cross functional issues get surfaced much earlier and get unblocked much faster. Ownership and accountability has improved tenfold. It got everyone focused on discussing the same data vs relying on different views on separate dashboards that made threading the needle of the problem more difficult to diagnose. Importantly this is not a call for marketing to defend their pipeline position and lay blame on coverage gaps with other teams. I see this call as the time to work out how Sales, Marketing & Operations can pick the next best set of actions that will improve our chances of hitting that weeks budget pipeline target & close any gaps that may have built up. Pipeline Monthly Review: Monthly. The set-up for this call is similar to the weekly cadence, but the focus is on looking and uncovering monthly trends that require correction in order to remain on track for that quarters budget number. Are we generating in month pipeline at the same rate as we previously were? Is there a pipeline generation team that has built up a gap? If so what’s the gap, what are the 1-2 biggest causes of that gap and importantly what is our plan for correcting it? For issues identified in the previous monthly pipeline review are we seeing corrective trends in the data as a result of the actions we prioritised in month? Budget Committee: Monthly. This is a marketing leadership call where we build our monthly budget deployment plan. We'll reconcile the previous months spend and performance and use this alongside trending historical data and required deeper investigations to provide the detailed rationale for how we allocate spend for the month ahead. I like these calls to be lively debated. I want my leaders to bring forward strong business cases for how the $ are best allocated in order to hit our goals and how the data shows this is the best approach. It should take us a few iterations before we land on a plan that everyone is aligned on and happy to proceed with. If there is no discussion or debate then I question if my leaders are challenging the data and the approach enough. LinkedIn limits mean I can't fit a review of our final meeting cadence, which is: Quarterly full business review. This call is a deep dive into all of our create and capture demand activities by region and segment. More on that another time. #demandgeneration #b2bmarketing 

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Spot on. Deepinder Singh Dhingra summarizes it well. You need a system for action and actual revenue impact. We have to take back control of the multiverse that is GTM. 😎 🦾 We all struggle with it. Modern GTM motions are super powerful, but insanely complex and overloaded. RevSure AI tames that noise, gives action to data and gives control to the agent tsunami. Check it out!

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You’re already bleeding pipeline. Not because your product’s wrong. Because your GTM plays are 3 years out of date. The best teams aren’t “doing more calls” They’re running engineering-grade sales motions that: • Only target accounts that are real this week. • Rewrite messaging before buyers tune out. • Rescue deals before the flatline. • Hit warm paths before cold. If you’re not: ⚡Mapping every account to your network before you touch it… ⚡Auto-refreshing your TAM weekly from live signals… ⚡Letting AI fix missing qual data in your pipeline… …you’re competing with one hand tied. Here are the 9 GTM Engineering plays you’ve wanted for years (but thought were impossible). They’re running now in the fastest-growing teams: 1️⃣ Living TAM — dead accounts never even make the list. 2️⃣ Warm paths before cold — 3–4× open rates. 3️⃣ Self-healing qualification — forecast-grade without babysitting reps. 4️⃣ Follow-up that feels handcrafted — closes like it, too. 5️⃣ Pipeline movement, not reviews — deals rescued in real time. 6️⃣ Time GTM to buyer intent — meetings at 2× normal rates. 7️⃣ Messaging that rewrites itself — stays sharp every week. 8️⃣ Multi-thread before single-thread — fewer collapse risks. 9️⃣ Zero-context-loss handoffs — retention starts day one. This isn’t “someday tech.” It's Clay. It’s just not in your stack yet. 💬 Which one would make you money this month? P.S. Agree? Repost to share with your network ♻️. And follow Jay Mount for more insights like this.

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If You’re an AE, Here’s What Corporate Finance Actually Means for You Most AEs hear “corporate finance” and think spreadsheets. Executives hear it and think risk, timing, and return. If you want access to P&L owners, here’s the translation layer sellers never get. Corporate finance is a system for answering such questions. • What problem is worth solving? • How big is the economic impact? • How fast does the benefit show up? • What risk must we take to get it? • What’s the opportunity cost of choosing this over something else? Once you understand those questions, your sales conversations change. • No more chasing “pain points.” • More quantifying impact. • Less talk about tools. • More guidance on capital decisions. • No more begging for access. Senior executives invite you in. Executives don’t buy software. They allocate capital. Every project, including yours, competes inside that financial decision rationale. When you speak that language, you stop getting treated like a vendor …and start getting treated like a strategic ally. This is the fluency AEs need going into 2026. And it’s the skill set most sellers still lack.

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Product Marketing isn’t a support function. It’s a revenue engine. The impact shows up when: ✔️Messaging drives adoption ✔️Enablement fuels sales ✔️Data guides GTM strategy ✔️Teams are empowered to deliver Success isn’t campaigns shipped. It’s business growth... and stronger teams.

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Revenue operations has a crucial role: determining the best tools for the go-to-market motion. However, many rev ops leaders simply follow trends, inserting AI everywhere. This often automates existing processes, creating more noise that buyers ignore. The real challenge is becoming the signal. Focus on cutting through the noise, not amplifying it. #RevenueOperations #GoToMarket #AI #StrategicThinking

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