Chuck Brotman
San Francisco Bay Area
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About
We help early and mid-stage companies recruit exceptional go-to-market talent (that…
Articles by Chuck
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The "Sanitized Candidate Submission" Problem
The "Sanitized Candidate Submission" Problem
Hiring managers want the truth from agency recruiters. They expect transparency, market insights, and a balanced view…
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9 Comments -
Tips for Job Searchers over 40Feb 4, 2025
Tips for Job Searchers over 40
I often hear from job seekers about challenges facing age bias in today’s job market. Many of their stories are…
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4 Comments -
Rethinking the "Job Hopper" Measure in Sales HiringNov 8, 2024
Rethinking the "Job Hopper" Measure in Sales Hiring
(this is a refresh and elaboration of a post from late last year) We continue running in circles discussing job…
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5 Comments -
Risk Mitigation & your Job Search ThesisJul 20, 2024
Risk Mitigation & your Job Search Thesis
What's been in the news the past week? A major data breach affecting AT&T and nearly all of its customers An…
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4 Comments -
A Guide to Stealth RecruitingJul 1, 2024
A Guide to Stealth Recruiting
Reflecting on the end of H1 2024, one thing we've seen clearly growing in the market is an increase in companies…
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7 Comments -
Creating a Job Search Thesis (VP Sales)May 16, 2024
Creating a Job Search Thesis (VP Sales)
When I started quietly interviewing for VP Sales roles 8 years ago, I saw myself as a generalist. I was "open" to being…
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6 Comments -
SaaS to SaaS: a Hypothesis for 2022Dec 23, 2022
SaaS to SaaS: a Hypothesis for 2022
How much does “SaaS selling to SaaS buyers” explain what happened in tech this year? I think it accounts for a lot…
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Is there safety in early-stage today?May 20, 2022
Is there safety in early-stage today?
It's harder today. Running a new job search has become stressful & more difficult for GTM professionals.
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17 Comments -
Preparing for a Tighter Job MarketMay 11, 2022
Preparing for a Tighter Job Market
Given public market volatility and global instability, it feels likely ongoing talent wars may soften quite soon. In…
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4 Comments -
"I Care a Lot" - ReviewFeb 19, 2022
"I Care a Lot" - Review
I Care a Lot was one of my favorite movies in 2021 with interesting commentary for the tech world. (SPOILER ALERT!) The…
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Activity
17K followers
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Chuck Brotman posted thisAge bias is a sign of stupidity. Care about AI fluency? Make sure candidates walk through what they’ve built and why. Dig into specific outcomes. It’s 2026. We don’t need signals and proxies for energy or tech acuity. Just show me what you’re doing and why, and how this ties to what we’re hiring for. If you need to attach an age limit to that, you’re not very smart. #hiring #agebias
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Chuck Brotman posted thisA great recruiting partner will: 1. Never push you to "settle" on a hire 2. Always challenge you to remove friction from your hiring process. #hiring #recruiting
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Chuck Brotman posted thisGTM talent - doing an unsolicited screen share of your portfolio or resume highlights on an initial interview does not create more conviction in your candidacy. Instead, it often becomes a recipe for disengagement by making the interview about your assets instead of about you. There's a time and place to share that great vibe-coded website. In a follow up. Before or during an onsite. But unless you've been asked to walk through assets on a first call, focus instead on being prepared to have a superb initial conversation. #interviewing
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Chuck Brotman posted thisNurture relationships with recruiters and hiring managers you turned down to take another role. Be intentional about it. It could help if you get hit by a RIF a few months in.
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Chuck Brotman posted thisFor years, I've hammered the "industry insider fallacy" in sales hiring. This is when founders and leaders over-index on vertical experience hoping for faster ramp and a warm rolodex to make selling easier. It rarely works out. In practice, it's been one of the leading causes of mis-hires. Vertical pedigree crowds out the actual competency assessment that predicts success. But what I am seeing now is different. CANDIDATES are making the same mistake from the other side of the table! So many are showing a growing reluctance to consider new industries and verticals at exactly the moment hiring leaders are moving away from it. Of course, becoming an expert still matters. But the best founders are more willing than ever to hire for what produces it: --> Deep curiosity --> Continuous learning --> Grit and hunger --> AI fluency Great sellers can get up to speed in entirely new verticals faster than ever, and the best founders are also using AI to build the best enablement infrastructure to support faster ramp. So, are you an accomplished seller willing to look at something different? I'm working with several companies intentionally avoiding the industry insider fallacy: --> A life sciences AI company selling a platform to pharma and biotech teams, helping them extract insight from siloed, unstructured data so promising therapies reach patients faster. (NYC or Northeast metro preferred) --> A company deploying AI agents across the full HR lifecycle at a moment when boards are demanding HR show an AI strategy without adding headcount or burning out the people they have. (Bay Area preferred) --> A tech-enabled platform helping mid-sized companies evaluate and manage self-insurance structures, giving them more control over what is often their largest and least predictable operating expense. (NYC region preferred) None of these companies are falling into that trap. Don't let it hold you back either. Reach out if any of this looks exciting! #hiring
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Chuck Brotman posted thisIt takes 5 minutes to call a recruiter to share that you accepted another offer, thereby strengthening a connection with an advocate of yours that could prove useful to you later. #jobsearchtips
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Chuck Brotman shared thisThis is such a big problem in early-stage hiring We’ve built out our own AI recruiting tech so that we can orchestrate alignment across interviewers on what is being assessed - all derived from intake - to prevent these breakdowns from happening #hiringChuck Brotman shared thisA common hiring breakdown I see has nothing to do with the candidate. It happens when the people who are interviewing are evaluating for completely different things, and none of them told each other. The company recruiter is doing their job. They are screening for the basics, making sure candidates meet the requirements on paper and seem like a reasonable culture fit. That part is working fine. The hiring manager has a different problem. Their team operates in a way that is not written down anywhere. There are unofficial expectations, specific workflows, a certain kind of person who thrives in that environment. None of that is in the job description, so candidates are getting evaluated against criteria that were never communicated to anyone running the process. Then there is the VP of Sales. They are going off vibes, which is not inherently wrong, but their reference point is usually a tier 1 company with unlimited resources and a name everyone recognizes. They want that pedigree. The problem is that person is probably not looking at an early stage startup and not taking a significant comp cut for potential equity. And if they are, they might be coming for a reason that has nothing to do with wanting to build something. So you end up with a process where the recruiter passes candidates the hiring manager does not like, the hiring manager likes candidates the VP kills on instinct, and the VP is benchmarking against a talent pool that is not actually available to you. And the candidate? They went through three or four rounds, did everything right, and got a rejection that nobody can fully explain. This is one of the first things we discuss before a search ever starts. We try to get the people with a vote in the same conversation and we surface the contradictions before they derail the process. What does the hiring manager actually need or want that is not in the job description? What is the VP really pattern-matching on, and is that pattern realistic for where this company is right now? What does a strong candidate actually look like given the stage, the comp, and the opportunity? Most recruiters skip this step because it is uncomfortable. You may have to call out your brand new client. You have to tell them they're being unrealistic or someone has totally different expectations (it's usually the VP and the junior person knows but won't say anything.) It also can make the new recruiter look like they're trying to make the search easier for themselves so it's avoided. The companies that align on expectations, written and unwritten requirements, can move quickly. We've seen companies make hires in 7 to 10 days with multiple interview rounds because everyone was on the same page. We've even had clients who spent months trying to hire without us, hire in two weeks after things were properly aligned internally. It's one of those weird things where internal team members know but people are afraid to speak up.
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Chuck Brotman shared thisSome of the best talent is not always great at interviewing. The best hiring teams build hiring process to surface them anyway. But most don't. So as a candidate, you need to be BOTH a great candidate AND great at doing job interviews. Whether you are on the market actively, passively, or somewhere in between. Krissy Manzano and our Blueprint Expansion team have put together "Master the Interview" for anyone looking to improve their interviewing skills. This is based on years of experience as recruiters and hiring managers who have interviewed thousands of candidates. Link in the first comment!!
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Chuck Brotman posted thisI'm convinced half of the world's personal brand experts on LinkedIn have morphed into Claude experts in the last 90 days Go figure....
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Chuck Brotman liked thisChuck Brotman liked thisWe’re thinking about AI the wrong way. It’s not here to replace people. It’s here to raise the baseline of how people think, prepare, and show up. That shows up most clearly in interviews. Right now, most candidates are using AI to generate answers. Clean. Polished. Predictable. That is where it breaks down. Because hiring is not about rehearsed responses. It is about how someone thinks when the script is gone. The real leverage is earlier in the process. Understanding the business. Getting sharp on the role. Building a real point of view before you ever walk into the room. That is what changes the tone of the entire interview. AI does not do that for you. It just helps you get there faster, if you use it right. We go deeper on this in the newsletter. https://lnkd.in/gaGrQn8w
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Chuck Brotman liked thisChuck Brotman liked this"I use AI for emails and meeting summaries" is now a red flag in interviews, according to Srikrishnan Ganesan, CEO at Rocketlane. We spoke with Sri about how he screens for real AI fluency and what separates candidates who are making the change from those who are subject to it. His filter is specific: does the candidate know what browser agents are? Have they used AI tools in ways their company never asked them to? Are they spending personal time experimenting? If not, he's skeptical. He also shared why he pushes his sales team to get customers feeling 40% implemented before the sales cycle closes, and the one question he asks every candidate before touching a reference. Listen to the full episode for Sri's AI screening approach, his reference check method, and how he onboards exec hires from day one.Srikrishnan Ganesan (CEO @ Rocketlane) Hiring Action Oriented PeopleSrikrishnan Ganesan (CEO @ Rocketlane) Hiring Action Oriented PeopleAndy Mowat
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Chuck Brotman liked thisChuck Brotman liked thisYou've got 3 finalists for your sales role. One has great energy. One has an impressive background. One seems like a killer closer.... and you have NO IDEA how to choose between them. This is what happens when you run a hiring process with no plan. You end up comparing a pineapple to a strawberry to a protein bar and wondering why it's so hard to decide. The fix is easier than you think. Before you talk to a single candidate, define what great looks like. This is not your JD. This is two lists of capabilities: => Non-negotiables (4-5 max) => Nice-to-haves Then run every candidate through the same stages, with the same questions, graded against the same criteria. You're not vibe hiring anymore, you're measuring against a standard you decided on. This week's newsletter breaks down exactly how to build this for your company. Get access: https://www.msps.co/signup
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Chuck Brotman liked thisChuck Brotman liked thisI don't write LinkedIn posts very often, but as I think about where enablement is headed, I have to admit I’m pretty excited! One of the most interesting shifts happening in enablement right now is that coaching is finally becoming measurable. For years, sales coaching largely lived in the realm of intuition informed by sharing experience through shadowing, ride-alongs and informal feedback. But now, between conversation intelligence, AI simulations, behavioral analytics, and reinforcement platforms, we can actually see coaching influence execution in real time by blending human insight with data and neuroscience. I just finished reading The Sales Coaching Handbook by Allego (https://lnkd.in/gV5Mnghp) and what stood out to me was the idea that AI and human coaching are not competing forces. They solve for different things, which is an important nuance with the rise of AI and the promise to "solve all things". AI creates consistency. Humans create motivation. And those are two very different things that need to work together to get the best outcomes. The most effective coaching systems leverage both the precision of AI with human empathy and insight to make sure learning is integrated to produce observable (and measurable) behavior change. And speaking of measurement... We can now connect coaching and reinforcement efforts to: • Faster onboarding and ramp • Better pipeline progression • Improved forecast accuracy • Higher conversion rates • More consistent customer messaging • Increased win rates These are real business outcomes that matter to both leadership and field teams. I also think this is where systems thinking becomes incredibly important. If the underlying sales process is unclear, AI scales confusion. If managers are inconsistent, AI surfaces inconsistency faster. If messaging is fragmented, coaching becomes fragmented. Technology alone does not create execution excellence. A strong operating system does. The future of enablement feels much less like a service organization and much more like a strategic discipline focused on architecting the systems, behaviors, and reinforcement loops that drive measurable revenue execution at scale. How can you NOT be excited!
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Chuck Brotman liked thisChuck Brotman liked this🚨 Run, don't walk! If you're at the Gartner for Supply Chain Symposium, head over to Southern Hemisphere V at 11:30 a.m. to catch Stephanie Cannon's session: "Predictive Track & Trace: How Predictive Logistics Intelligence Redefines Supply Chain Performance." You'll learn practical ways to: 💥 modernize fragmented systems 💥 improve delivery confidence 💥 prevent disruptions before they impact customers Can't wait to see everyone there! #GartnerSC #FedExDigitalSolutions
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Chuck Brotman liked thisChuck Brotman liked thisA candidate told me last week she’d never work with a company again. They didn’t reject her. They made her an offer. The range we were given was $180K–$220K. We shared it. She was clear — twice — she needed $200K to make a move. We passed that back. Everyone aligned. Five rounds. Strong feedback across the board. Then the offer came in…$184K. Here’s what most hiring managers miss: That offer wasn’t just a number. It was a signal. A signal about how she’d be treated when she asked for a raise. When she pushed for a promotion. When she advocated for her team. Before day one, the message was already clear: what you say you need doesn’t really matter here. She passed. Took $210K elsewhere. But the real issue isn’t the candidates who say no. It’s the ones who say yes. Because they don’t forget either. They just stay long enough to get the title…then quietly start taking calls again 9–12 months in. You didn’t “save” $20K. You rented the hire. If the top of the range isn’t real, don’t share it. Because the offer you send isn’t just about closing a candidate. It’s the first real look at how you operate. And people believe what they see.
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Chuck Brotman liked thisChuck Brotman liked thisToday was yet another example of how fast the software / AI world is moving, and what is needed to stay ahead of the curve and serve your customers. Timeline: 12:45 - the team sees an OpenAI post that they've shipped a Conversions API for ChatGPT Ads 1:00 - we have a quick internal Slack about supporting it 1:04 - superwoman Lauren Damerel Harris syncs with the team 3:24 - the feature is built (screenshot below). 3:25 - Lauren writes back asking whom among our customers is participating in the ChatGPT Ads beta, and might be interested. Less than 3 hours from idea to ship... As Ferris Bueller said in the pre-AI days, "Life moves pretty fast. If you don't stop and look around once in a while, you could miss it." PS - any Invoca customers out there testing ChatGPT Ads, shoot me a note and we'll help with measurement on those CPMs.
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Chuck Brotman liked thisChuck Brotman liked this"GTM Engineers," I'm afraid your days are numbered. There was a narrow window (roughly 2022 to 2025) when stitching together Clay, Apollo.io, Smartlead, OpenAI's APIs, enrichment waterfalls, custom webhooks, and signal-mining logic required real technical fluency. The tools were powerful but the integration work was non-trivial, and most companies didn't have that sort of capacity in-house. So a person who could build the pipes became disproportionately valuable, even without understanding what should flow through them. That window is closing fast. Clay itself has gotten dramatically more accessible. Newer platforms (Default, Common Room, Pocus, plus Clay's own AI agents) increasingly let non-technical operators describe what they want in natural language and get a working signal-to-outreach pipeline. The technical assembly work (the actual differentiator of the GTM Engineer role) is being absorbed into the platforms. What's left exposed is whether the workflow you built actually generates pipeline, and that's a function of message quality, segmentation logic, signal relevance, timing, and offer fit (none of which the engineer's skill set addresses). A lot of GTM Engineering output over the last two years has been technically impressive and commercially mediocre. Beautifully orchestrated multi-step sequences sending generic-feeling personalization at scale. Signal-based triggers firing on signals that don't actually predict buying intent. "Hyper-personalized" emails that mention a prospect's recent funding round but say nothing about why that should matter to them. Reply rates have been declining across the industry as buyer inboxes are overloaded with this engineered output. A pure technical GTM Engineer — someone who builds the pipes but doesn't understand the revenue motion — is increasingly redundant. But the role splits into two more durable variations: The first is the RevOps-adjacent systems builder who handles genuinely complex infrastructure: CRM architecture, attribution modeling, data hygiene, deliverability engineering, multi-system orchestration where the technical complexity is real and not getting abstracted away anytime soon. This is closer to traditional ops engineering and remains valuable. The second is the operator-engineer hybrid — someone who has both the technical ability to build and, more importantly, deep understanding of the buyer, the message, and the funnel. This person is rare and increasingly valuable, because they can iterate end-to-end without translation loss between "what should we do" and "how do we build it." Fortunately, these experts are becoming more common as AI erases technical barriers to entry. What's dying is the middle: the person whose entire value was that they could make Clay do tricks. That value compresses to near zero as Clay (and its competitors) make the tricks self-serve. #staytuned
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Chuck Brotman liked thisChuck Brotman liked thisLast night when I logged my HiLo, my “Project” (the intention I set for the next day) was: “Control what I can control.” One feature in HiLo that I’ve really come to love is called the Morning Mirror. At random points during the morning or afternoon, it reflects the intention you set the night before back to you as a reminder. Today, I opened the app to check something and there it was again: “Control what I can control.” About 30 minutes later, I was on LinkedIn looking into a potential opportunity and came across a post from the CEO that said: “When circumstances move beyond your control, you discover something important about yourself. You can fight the moment, get angry at the unfairness of it, obsess over the ‘what ifs.’ Or you can pause, breathe, and accept the only thing that remains in your control: your mindset.” That stopped me for a second. Not because it felt like some magical coincidence, but because it reaffirmed something I’m realizing more and more: What we repeatedly place in front of our minds matters. That’s become one of my favorite parts of HiLo. Not just reflecting on the day, but intentionally stepping into the next one.
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Nick Livingston
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Recruiting and staffing in 2026 isn’t just about speed. It’s about quality at scale. Big thanks to Jonathan D. Reynolds, CEO of Titus Talent Strategies, for sharing how top RPO teams are raising the talent delivery bar. A few themes we covered: • Why the future of #RPO is quality and consistency, not just speed • The Head, Heart, Briefcase framework to evaluate the whole candidate • How #automation can reduce busywork and increase recruiter capacity • Why authentic, human conversations matter now more than ever Jonathan’s message was simple: embrace the tech, but double down on what bots can’t do. EQ, empathy, and human-to-human conversations. Jonathan is also the author of Right Seats, Right People, and many of his ideas from the podcast are explored in more detail in the book. Full podcast + Honeit recap here: https://lnkd.in/eSU4G2dr What’s one change you’re making in 2026 to raise the bar? #recruiting #R2R #talentdelivery #recruitment #staffing #Honeit
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Digital Reference
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𝐀𝐒 𝐒𝐀𝐍 𝐅𝐑𝐀𝐍𝐂𝐈𝐒𝐂𝐎 𝐂𝐎𝐌𝐏𝐀𝐍𝐈𝐄𝐒 𝐍𝐀𝐕𝐈𝐆𝐀𝐓𝐄 𝐑𝐀𝐏𝐈𝐃 𝐌𝐀𝐑𝐊𝐄𝐓 𝐂𝐇𝐀𝐍𝐆𝐄𝐒, 𝐅𝐑𝐀𝐂𝐓𝐈𝐎𝐍𝐀𝐋 𝐂𝐇𝐈𝐄𝐅 𝐒𝐀𝐋𝐄𝐒 𝐎𝐅𝐅𝐈𝐂𝐄𝐑𝐒 𝐁𝐄𝐂𝐎𝐌𝐄 𝐂𝐑𝐈𝐓𝐈𝐂𝐀𝐋. San Francisco businesses need Fractional CSOs who can scale sales teams, align revenue strategy with HR priorities, and deliver results without the cost of a full-time executive. Experienced leaders bring structure, clarity, and execution to complex, fast-moving markets. In Best Fractional Chief Sales Officers in San Francisco, Digital Reference highlights professionals recognized for strategic insight, operational rigor, and human-centered leadership. Here’s a snapshot of the Fractional CSOs featured: • Brad McBride • Michael Walling • Matt Androski • Josh Hogan • Robb Miller • Gary Hanna • Emily Harborne • Mateo Sluder 𝐑𝐞𝐚𝐝 𝐦𝐨𝐫𝐞 𝐭𝐨 𝐬𝐞𝐞 𝐰𝐡𝐨’𝐬 𝐝𝐫𝐢𝐯𝐢𝐧𝐠 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 𝐞𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞 𝐚𝐜𝐫𝐨𝐬𝐬 𝐒𝐚𝐧 𝐅𝐫𝐚𝐧𝐜𝐢𝐬𝐜𝐨 → https://lnkd.in/gBZtT3bZ Explore Digital Reference’s extensive Talent Ecosystem Resources to stay ahead with the latest strategies and market trends.
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𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗮 𝗚𝗧𝗠 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻. That’s how we see it—both as former operators and through the lens of our recruiting work. It’s not just about scoping features, setting timelines, or gathering user feedback. 𝗚𝗿𝗲𝗮𝘁 𝗣𝗠𝘀 𝗮𝗿𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲-𝗺𝗶𝗻𝗱𝗲𝗱. They understand how the product drives acquisition, retention, and expansion. They’re involved in go-to-market strategy—sales calls, pricing discussions, messaging alignment. And frankly, 𝘁𝗵𝗲𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝗵𝗮𝘃𝗲 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 (𝗮𝗻𝗱 𝘀𝗼𝗺𝗲 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽) 𝗼𝗳 𝘁𝗵𝗲 𝗣&𝗟. So if you’re a PM candidate prepping for interviews, ask yourself: 👉 Can you clearly speak to the impact you’ve had on revenue, margins, or retention? 👉 Do you understand how your product decisions shaped business outcomes? If all you can talk about is how “cool” the features were or how many users “liked” it, you’ll be seen as someone who builds interesting things—not someone who builds products that 𝗴𝗿𝗼𝘄 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀.
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S2W Media
26K followers
𝗧𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝘀𝗻’𝘁 𝘆𝗼𝘂𝗿 𝗦𝗗𝗥 𝘁𝗲𝗮𝗺. 𝗜𝘁’𝘀 𝘆𝗼𝘂𝗿 𝘀𝗶𝗴𝗻𝗮𝗹. In most B2B orgs today, the real challenge isn’t effort or headcount, it's focus. • SDRs spend hours chasing leads that aren't in-market • Personalization often defaults to "Hi {First Name}" • Sales cycles are longer than ever, while buyer engagement is happening behind closed tabs 𝗧𝗵𝗲 𝗿𝗲𝘀𝘂𝗹𝘁? Wasted touches, burned budget, and pipelines that look full… until the quarter closes. 𝗡𝗼𝘄 𝗹𝗲𝘁’𝘀 𝗿𝗲𝗳𝗿𝗮𝗺𝗲 𝗶𝘁: 𝘄𝗵𝗮𝘁 𝗶𝗳 𝘆𝗼𝘂𝗿 𝗦𝗗𝗥 𝘁𝗲𝗮𝗺 𝗼𝗻𝗹𝘆 𝗳𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝘀, 𝗮𝘁 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗺𝗼𝗺𝗲𝗻𝘁, 𝘄𝗶𝘁𝗵 𝗺𝗲𝘀𝘀𝗮𝗴𝗶𝗻𝗴 𝘁𝗮𝗶𝗹𝗼𝗿𝗲𝗱 𝘁𝗼 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲 𝗯𝘂𝘆𝗲𝗿 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝗮𝗿𝗲𝘀 𝗮𝗯𝗼𝘂𝘁? This is where intent data becomes a revenue lever, not just another tool. According to Demand Gen Report: • Companies using intent data see 2.5x conversion rates • Sales cycles shrink by 28% • 68% of marketers say it’s critical for ABM performance At S2W Media, we help marketing leaders solve this with a full-funnel, intent-driven strategy: • 𝗜𝗻𝘁𝗲𝗻𝘁 + 𝗳𝗶𝗿𝘀𝘁-𝗽𝗮𝗿𝘁𝘆 𝗱𝗮𝘁𝗮 𝗳𝘂𝘀𝗶𝗼𝗻, pinpoint buyers already researching your solution or evaluating your competitors • 𝗣𝗿𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗹𝗲𝗮𝗱 𝘀𝗰𝗼𝗿𝗶𝗻𝗴, SDRs focus on verified, high-intent accounts • 𝗛𝘆𝗽𝗲𝗿-𝗿𝗲𝗹𝗲𝘃𝗮𝗻𝘁 𝗼𝘂𝘁𝗿𝗲𝗮𝗰𝗵, informed by real behavioral signals, not assumptions The outcome? Predictable pipeline. Faster velocity. Higher ROI. No more guessing games. No more wasted touches. As marketers, we don’t need "more leads."We need better intelligence to drive a meaningful pipeline. If you're ready to align sales & marketing on who to target, when to engage, and what to say, let’s connect. 𝗥𝗲𝗮𝗱 𝗳𝘂𝗹𝗹 𝗯𝗹𝗼𝗴 𝗵𝗲𝗿𝗲 - https://lnkd.in/dq3Qbvzt
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Metaview
37K followers
Excellent exec hiring comes down to deeply understanding a company's cultural wiring. On the latest 10x Recruiting episode, Amber Mederos Weinberg (Co-Founder @ Aperture Partners) breaks down why most exec search misses the mark—and how to fix it. Here's how Amber hires the best GTM leaders: ✔️ Cultural wiring > culture fit ✔️ No scorecards—just 3 success outcomes ✔️ Reference until the learning stops ✔️ Onboarding takes 6 months, not 6 days For more from Amber, check out the full episode ⬇️
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Sorenson Capital
12K followers
GTM hiring missteps compound quickly. Failure rates rise, ramp times extend, growth targets are missed, culture erodes, and capital is wasted. The cycle is costly, but it can be avoided. Brady Broadbent and Jeff Todd share a framework for building a systematic hiring engine in their latest article: https://lnkd.in/gz3vp7Dg
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Lisa Crawford
Emerald Talent Group Inc. • 12K followers
Want to attract top GTM talent? ⭐ Get crystal clear on the role. 🤓 Great candidates don’t walk away because of comp or perks. They walk away because the role feels murky. If you’re hiring GTM talent, here’s a simple checklist to sharpen role clarity: ✅ Define success clearly → What does a great 30, 60, 90 days look like? → What outcomes will this person own? ✅ Explain the “why” behind the role → Why does this role matter right now? → How does it connect to company priorities? ✅ Clarify scope and resources → What’s in their control vs. what’s not? → Who are their key cross-functional partners? ✅ Outline growth and development → What does the potential career path look like? → How will you support their learning? ✅ Align internally first → Make sure the hiring manager, team, and founders are aligned on all of the above before you post the role. What’s one thing you always look for in a great job description? I’d love to hear your non-negotiables. #HiringTips #StartupHiring #GTM #Talent #SalesHiring #CareerGrowth
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Luster
8K followers
Enablement isn’t broken — it’s just outdated. Most GTM teams are flying blind, retraining reactively, and missing key insights that cost them revenue. In this new episode of the LeanScale podcast, our CEO & Co-Founder Christina Brady shares why Luster was built — and how we’re helping high-growth sales orgs: 💎 Diagnose skill gaps 💎 Predict where revenue is at risk 💎 Prescribe the exact practice, coaching, and enablement each rep needs — at scale If you're ready to use realistic AI roleplay for real-time, prescriptive GTM intelligence, this one's for you. Huge thanks to LeanScale for having us and sparking such a meaningful conversation. Read the recap + watch the full episode, link in the comments. #SalesEnablement #AI #AIRoleplay #SalesCoaching #StartupLeadership #LusterAI #LeanScalePodcast
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CJ Tufano
Cherrypicker • 19K followers
The RPO model is changing. Gone are the days of multi-year, enterprise-wide recruiting contracts. ✅ Today’s hiring leaders want flexibility. ✅ They want support on their terms. ✅ And they only want to pay for what they actually use. That’s why modular RPO is rising fast. Companies are now outsourcing only parts of their recruiting function — like: 🎯 Sourcing for tough roles 📩 Outreach to passive candidates 🧠 Talent mapping or enrichment 🧩 Or just extra coverage during headcount spikes The traditional “all-or-nothing” model doesn’t work in 2025. Budgets are tighter. Hiring is unpredictable. Teams are lean. At Cherrypicker, we’re seeing this shift firsthand. We support internal TA teams who don’t want a full agency — just help with: 🔍 Finding the right people 📬 Engaging them with personalized outreach 🤝 Making high-quality introductions No long-term commitments. No placement fees. Just modular, on-demand recruiting infrastructure. Because the future of hiring isn’t rigid. It’s modular, tech-powered, and built for how teams actually operate today. Curious how this might work for your roles? Schedule a demo today to see how we can help your team (link in the first comment) 👇 #Recruiting #RPO #ModularRPO #TalentAcquisition #HRTech #Hiring #FutureOfWork #Cherrypicker
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1 Comment
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