Tom Murdock

"How can CS be a revenue-driver when I can fire half my team and NRR stays the same?" Until Customer Success can find quantifiable evidence that they have a higher ROI than another AE hire, they'll always be a cost center. That's what happens when you solve for churn. You start playing not to lose. You meet with every account regardless of tier. You fret over each escalation, not by the amount of ARR at stake, but by how angry the account seems. Fear of conflict drives your decision-making. You have every customer insight at your fingertips. You have 360-degree customer intelligence. You reach out proactively at the first sign of trouble. But it doesn't make a difference. And it won't. Because the people who make CS tools are ALSO solving for churn. And CS can't be accretive with tools made for support and risk reduction. Just listen to the man himself: "Customer Success has gotten worse over the years. Much worse…We're seeing a fundamental shift where CSMs are expected to be revenue generators, but they're using systems designed for customer support." - Jason M. Lemkin If I'm honest, I'm kinda over Customer Intelligence. And I'm not even 100% sure what Commercial Intelligence is. We need Expansion Intelligence. #customerexpansion #nrr #customersuccess

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When agents can talk directly to your apps through an MCP server, everything changes. Instead of a human jumping between Salesforce, Airtable, etc... an agent can do it autonomously: Summarize call transcripts for target accounts from Gong Pass those summaries to Inflection to create custom segments Draft a target account campaign based on these custom segments No brittle integrations. No copy-paste workflows. No “please log in and click this button.” The agent just acts — safely, deterministically, and across systems via multiple MCP servers.

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🤝 Pumped to officially share our Consensus partnership with Gong 💨 Sales teams want to move fast. Presales teams need consistency and control. Too often, those goals compete. This partnership fixes that. 🕣 We are creating intent and buying signals across synchronous and asynchronous buying motions like never before! 🔗 With Consensus + Gong, reps can build and send personalized, presales-approved demos directly inside Gong—and everyone gets visibility into what buyers actually engage with. 🚦Less friction. Better signal. Stronger follow-up. 🙌 This is what a modern revenue workflow should look like. Excited for what this unlocks for our teams and our customers. Huge thanks to Patrick Burke and the whole Gong team for their collaboration, imagination and a genuine desire to deliver the revenue engine of the future. I’m delighted Let’s go Deirdre Sweeney

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Renewals aren’t “sales pitches.” They’re business check-ins. Too many renewal conversations still feel like a push to “re-sign the contract.” But the best renewals don’t sell the product — they sell the success. Here’s the order of value that earns a YES, year after year: 1️⃣ Help them make more money. Show where your solution drives top-line growth — whether it’s more customers, more revenue per customer, or faster speed to market. ROI talks louder than features. 2️⃣ Make their work easier & faster. Time is the one resource no team has enough of. Highlight the workflows you’ve simplified and the hours (or headaches) you’ve removed. 3️⃣ Protect against competitors. If you’re not positioning the “switching risk,” someone else is. Show how staying with you keeps them ahead, secure, and harder to disrupt. 4️⃣ Find new opportunities. Renewals are the perfect time to explore white space. Share insights, benchmarks, or trends they can act on — as if you were their extra business strategist. 5️⃣ Cut costs (the right way). Savings alone won’t win loyalty, but they’re the cherry on top. When paired with growth and efficiency, cost savings seal the deal. 👉 The takeaway: A renewal presentation should feel less like a salesperson defending a contract, and more like a trusted partner giving valuable advice. If your customer walks away thinking, “They care about my business as much as I do,” you’ve already renewed. #Sales  #CustomerSuccess #SalesStrategy #B2BSales #AccountManagement #SalesStrategy #CustomerRetention #Innovation #SalesTips

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Questions I’ve been obsessing over for rev strategy: COMMERCIAL REALITY • What’s actually driving revenue today — product, channel, or segment? • What percentage of revenue is high-margin and repeatable? • If we removed our top three clients, what would gross margin look like? • What part of the business feels most dependent on exceptions to perform? DATA & INSIGHT • What are the 3–5 metrics that actually govern commercial health? • Where do we get signal, and where do we get noise? • What part of the funnel is most misunderstood or misrepresented in reporting? • What’s our time-to-detection for a major pipeline failure? PEOPLE & INCENTIVES • Which individuals materially move the commercial engine forward? • How does our current comp model influence real behaviour? • Where are we tolerating mediocrity because of structure or history? • Are managers coaching or just reporting upwards? EXECUTION SYSTEMS • What are the non-negotiables in our GTM motion today? • Where are the real handoffs — and which ones drop the baton? • What parts of our execution rhythm are consistently skipped or hacked? • What’s our go-to escalation when something breaks in the deal cycle? STRATEGY-EXECUTION GAP • What bets have we made that haven’t yet paid off? • What’s in-flight but underperforming — and are we still backing it? • What part of our narrative doesn’t show up in actual deal flow? • Which projects are protected by ego rather than performance? FINANCIAL & UNIT ECONOMICS • What’s our net revenue per employee? • Which parts of our business are structurally loss-making or subsidised? • Where is margin being quietly eroded by complexity or legacy contracts? • What are the most expensive activities that aren’t delivering returns? SYSTEM HEALTH & INFRASTRUCTURE • Who owns each core system — and is that ownership functional or theoretical? • Which workflows are most vulnerable to human error or shadow process? • What systems are essential but universally disliked? • Where are we relying on spreadsheets to patch process gaps? • If we had to scale 3x in 90 days, which system would collapse first? • What parts of our stack were bought for optics but don’t deliver value? CULTURE & ACCOUNTABILITY • Where is the organisation emotionally attached to things that don’t scale? • What part of our GTM culture is performative vs. outcome-driven? • Who in the business is quietly shielding underperformance? • Where are we too polite to be effective? CUSTOMER QUALITY & STRATEGIC FIT • Who are our best customers — and why? • What behaviours, segments, or attributes predict high-margin retention? • Which customers are draining resource without creating scalable value? • What types of customers are we optimising for — intentionally or accidentally? • If we had to replicate one customer 100 times, who would it be — and are we set up to do that? • Which customers teach us the most about our GTM model, either through success or pain?

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In every GTM organization, there are two functions that quietly shape the trajectory of the field: Enablement and Revenue Operations. Too often, these teams operate in parallel — aligned in intent but not always in execution. When that happens, sellers feel the friction. But when Enablement and RevOps come together with one strategy, one rhythm, and one measure of success, the impact is transformational. Together we can: 📈 Ground programs in real data and insights 🗺️ Streamline processes so sellers spend time selling, not navigating complexity ⚒️ Build change that sticks because it’s both strategic and practical I just had the chance to spend two days with my peers last week in RevOps reflecting on what to continue, stop, and transform — and it reinforced one truth: collaboration isn’t optional, it’s the engine of seller success. Curious — for those of you leading GTM functions: 👉 How do you ensure cohesion between RevOps, Enablement, and Sales Leadership in your org? 👉 Where have you seen the biggest unlocks when these functions work as one? Thanks to Brandon Deer Erika Wall Alexandru Bold Richard Silva Alexandru Filipov Razvan Petria Sonia Pintea Andreea Băloi for the engaging conversation, thoughtful debate and alignment on how our org can continue driving UiPath Act II forward, faster! #RevenueOperations #Enablement #SalesLeadership #GTM

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Please, for the love of revenue, stop opening your pricing call by pulling up the proposal and running through the price. You’re not a waiter dropping the check at the table. If the prospect says, “We just want to review the price,” that’s your signal to slow down and give context to the conversation. Every pricing call should start by confirming: - current challenges or problems to be solved - desired outcome for their business - how your product or service is going to deliver the outcome for them Once you are aligned on these three things, you can move forward with showing the price. This is especially important when a new evaluator joins the call. For example, you have been working with a champion who gets to the point where they want to see the price. You schedule the call to review the commercial terms. They invite the CFO or the economic buyer. That CFO has no context for value that you are going to deliver. They haven’t felt the pain you’ve been unpacking over the last few weeks. That's your job to give them the right context. Price only makes sense when you understand the current challenges and desired outcomes. That’s why I always start pricing calls the same way: “Before we jump into numbers, I just want to make sure we’re aligned on the goals of this partnership. Can we quickly revisit the challenges you’re solving and the outcomes you’re targeting? I want to make sure the proposal maps to that.” It’s a hard thing to say no to. And it does two important things: It gives you a chance to reinforce the value. It opens the door for new information or things the buyer hasn’t told you yet, but that will matter in the decision. I have lost many sales opportunities in my career by rushing to show the pricing. I thought moving fast meant being efficient. But I skipped the context. So the next time you have a pricing call, slow down. Frame the conversation. Align on the value of the partnership. Then move on to the commercial terms. ______ If you need help structuring that conversation, I’ve got an executive summary template that makes this easy. Comment "Summary" and I'll send it to you.

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Matt Green has been speaking a lot about how traditional sales playbooks and funnels start to break down when opportunities become multi-threaded. If you're using a standard CRM like Salesforce, moving to a truly dynamic, playbook-driven execution model is impossible. This is because most CRM workflows are designed to trigger based on specific events. Mostly entering or exiting a stage in the funnel. Which we all know is irrelevant to how buying committees buy. If you have single-threaded opportunity involving just one buyer, then fine... One opportunity, one stage, one linear path. But in reality, most of us deal with buying committees of 6 to 10 stakeholders/buyers. These individuals engage at different times, with different priorities and requirements. Yet, CRMs allow an opportunity to exist in only one stage at a time, which makes it hard (read: absolutely impossible) to represent the true complexity of their buying journeys. CRMs weren’t built to handle this level of non-linearity out of the box. We address that gap. As a sales leader or RevOps leader, you can now trigger workflows based on buyer-specific journeys in seconds, not just based on stage changes. Imagine being able to automatically trigger full workflows based on individual buyer requirements. 🤯 This enables a more accurate, buyer-aligned sales process. If requirement X is identified, trigger workflow Y, regardless of what stage the opportunity is technically in. - This is non-linearity. - This is buyer journey forecasting. - This is sales discipline. - And most importantly, this is buyer-led. Video: Full end-to-end workflow creation around buying-journey specificity: Internal Individual Prep Work → Internal Team Prep Work → Milestone/Deliverable → External Follow-up → Internal Follow-up. Jointflows AI measures the complexity of the workflow, your internal completion speed, where actions sit (internally, shared, externally), and the real-time capacity of stakeholders. Now you can execute. Now you're no longer limited by BS funnel constraints.

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