Adnan Chaudhry

Interesting stat from the Gartner CSO on compensation as a driver of B2B sales people. I don’t know what this means just yet, but I have a feeling that it’s got big implications for commercial leaders.

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I recently joined Tim Tonella on the VENTURE 2 VICTORY podcast for a thoughtful conversation on where we are in the software cycle. Find the full episode here: https://lnkd.in/gdSGXXDZ

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Trust is the Real GTM Multiplier: Why Scaling Success Starts with Structure, Not Shortcuts Companies often believe that scaling go to market (GTM) is about multiplying what already works, but as Jeanne DeWitt Grosser notes, most GTM motions disintegrate at scale often in silent, subtle ways. The real problem? GTM is not treated as a product. Unlike product teams that storyboard, iterate, and obsess over user journeys, sales and GTM processes are frequently left to intuition or ad hoc fixes. When scaling, this lack of intentional design becomes the fault line where growth stalls. It’s tempting to assume that AI or new tech will solve most execution headaches, but technology alone will not save a fragile process. AI can automate, suggest, and accelerate but only if your team has already defined what good looks like. Scale bad processes, and you end up with bigger problems, faster. Teams need clarity and choreography: every stage, handoff, and buyer experience must build logically and seamlessly. Pricing objections and lost deals are rarely about the price tag itself; they almost always trace back to a missed stakeholder, a poorly illustrated ROI, or a breakdown in the buyer journey. Treating GTM like a learning and debugged system where every step can be analyzed and improved is how high performing teams and companies systematically eliminate these glitches. Finally, success still comes down to people who can instill structure and help guide buyers through costly, ambiguous decisions. (who not what) Unlike software, trust and business judgment cannot be automated. Great sellers equipped with frameworks, credibility, and empathy will continue to thrive, even as AI compresses the tactical work. For those navigating growth, the takeaway is simple: Build repeatable, testable GTM systems, not hero dependent ones. Bring product discipline to sales, and you will scale what works instead of multiplying what is broken. Your thoughts? #GTM #SalesLeadership #GrowthStrategy #B2B #SalesProcess #BusinessScaling

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More enterprise SaaS companies are moving to consumption-based pricing. Many comp plans weren't designed with that model in mind. Traditional comp plans were built around a predictable revenue event: a customer signs a contract, the ACV gets booked, and the seller gets paid. In a consumption-based pricing model, that changes. Revenue trickles in as the customer uses the product, which can take months to ramp. The comp plan is now out of sync with when revenue actually arrives. That's usually when you see sellers gravitating toward legacy ACV products because the payout is more predictable, or CS and sales quietly disputing who owns expansion credit. Earnings feel less predictable, even when the account is genuinely growing. In our latest blog, we break down how enterprise leaders are adjusting compensation for consumption-based pricing without destabilizing earnings or creating internal friction. Read more here: https://lnkd.in/gnUFCRs3

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