Katy Keim

The evolving B2B tech landscape makes competitive displacement the default path for GTM teams. Simultaneously, it adds new layers of organizational risk, internal scrutiny, and emotional complexity for buyers. We created The Definitive Guide for Competitive Displacement to give GTM teams a smarter way forward—rooted in precise intelligence, not spray-and-pray ABM. Inside, you’ll discover: ▪️ Why traditional competitive intelligence leaves Sales, Marketing, CS, and Product flying blind ▪️ The exact data signals that show which accounts are truly ready to switch — and which never will ▪️ A step-by-step campaign framework for turning competitor intelligence into pipeline ▪️ GTM best practices from strategy to execution ▪️ How to fuse data, content, and activation into a single displacement play The switching window opens for buyers when the cost of staying exceeds the risk of moving. This guide helps you locate that window and act before it closes:

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In 2026, slow revenue planning is an expensive mistake. Capital is tighter, boards demand measurable ROI, and GTM decisions need to compound. Yet many teams still rely on spreadsheets, siloed tools, or heavyweight processes that delay clarity and accountability. We mapped the revenue planning landscape across four dominant approaches and pressure-tested each on what actually matters: speed, accuracy, alignment, and execution. Read the full breakdown here 👉 https://bit.ly/3YOiUOn #RevenuePlanning #ROI #GTMStrategy

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Most B2B teams don’t have a data problem. They have an ICP segmentation problem and are trying to solve it with ZoomInfo, Clay, and additional enrichment. The question they should be asking is: Which accounts actually map to your ICP segments, and who’s in the buying group? Without that clarity, more data just means more noise. And noise costs money. I’ve watched this play out over and over in B2B SaaS: ① More fields. More dashboards. More “signals.” ② Still fuzzy on ICP. Still targeting too broadly and using intuition. Still missing your target number(s). Still having contentious and stressful weekly pipeline meetings? Because here’s the truth: Enrichment doesn’t solve a segmentation problem. It just lets you guess with more columns and overwhelming noise. Here are 4 steps to fixing that—and what we preach AlignICP: 1. Define ICP segments based on outcomes — not opinions. Who closes, expands, renews, and drives LTV? Use sales metrics (win rates, ACVs, days to close, etc.) and revenue metrics (AKA product market fit metrics like ARR, NRR, etc.), and use case. 2. Operationalize a unified account list — so Sales, Marketing, and CS are rowing in the same direction and prioritizing the right target segments and accounts. 3. Map the buying group per segment — know which roles must be involved (and which ones are missing). 4. Then—and only then—layer on enrichment to close the real gaps. So you're narrowing your focus and 1 execution and reducing GTM waste on low-value accounts. Check out the long-form explainer and framework I've packaged up at: The Definitive Guide to Data-Driven ICPs for Predictable SaaS Growth 👉 Read it here: https://lnkd.in/gSnkSG5p If you're buying data before locking in segment truth and buyer clarity, you're not getting smarter—you’re just getting louder. #B2BSaaS #GTM #ICP #DemandGen #ABM #Pipeline #RevOps #CustomerData #ABM #ABX #PMM #GTMstrategy

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I’m thrilled to welcome Docusign to the Gong family 💜 DocuSign has selected the Gong Revenue AI Operating System to accelerate sales productivity and strengthen go-to-market execution. With Revenue AI, their team will be able to: ✅ Turn customer signals into actionable insights ✅ Coach and scale best practices in real time ✅ Drive more consistent, predictable growth As Paula Hansen, President & CRO at DocuSign, put it: "The Gong Revenue AI OS provides the actionable insights and visibility we need to elevate our customer engagement, increase our sales productivity, and ultimately fuel our growth in key areas of our business. Gong’s technology allows us to coach at scale, drive repeatable best practices, and empower our teams with the data they need to succeed." Thrilled to partner with an iconic company shaping the future of intelligent agreements – and now, powering their next chapter with Revenue AI.

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If your SaaS pipeline feels like trench warfare right now, you are not alone. Big targets. Shrinking budgets. Buyers hiding in bunkers. And yet… most companies keep charging in the same direction, using the same tactics, hoping that *this time* the breakthrough will come... Spoiler: it won’t. Not without a new strategy. And that strategy might just come straight out of the First World War. It all becomes clear in this week’s edition of the Bang Average. Promise :) https://lnkd.in/e826n6Vm #b2b #b2bmarketing #leadgeneration #pipeline #marketing

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Just finished diving into the Pavilion Benchmarkit 2025 SaaS Performance Benchmarks report, and it's packed with crucial insights for anyone in the B2B SaaS space! A few key takeaways that really stood out: - New Customer CAC Ratio on the Rise: The median New Customer CAC Ratio hit $2.00 in 2024, meaning it costs $2.00 in Sales and Marketing expenses to acquire $1.00 of New Customer ARR. This is a 14% increase from 2023, highlighting a growing challenge in efficient new customer acquisition. - Growth Rates are Declining: Median growth rates decreased to 26% in 2024, down from 30% in 2022 and 27% in 2023. Even top quartile growth dropped from 60% in 2023 to 50% in 2024. - Expansion ARR is Critical: Expansion ARR now represents 40% of Total New ARR, a 5% increase in 2024. For companies with over $50M ARR, Expansion ARR accounts for more than 50% of Total New ARR. - Usage-Based Pricing Outperforms in GRR: Companies primarily using Usage-Based Pricing showed a Gross Revenue Retention (GRR) of 92% at the median, compared to 88% for traditional subscription and hybrid models. Private vs. Public R&D Spend: Private SaaS companies are investing significantly more in R&D, with a median of 34% of revenue, while public SaaS companies invest 23%. It's clear that the landscape is evolving, with a greater emphasis on efficiency and existing customer expansion. Definitely recommend giving the full report a read! https://lnkd.in/duvm-iDw

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Bigger vendor isn’t always better for Sales Teams. 📉 The Highspot + Seismic merger is official. While the headlines talk about "Market Leadership," many sales leaders are asking a different question: "How long will it take for my support ticket to get answered during this multi-year integration?" "Where is my roadmap feature that was promised?" History shows that massive tech mergers often lead to: ❌ Slower innovation cycles. ❌ Integration headaches for the customer. ❌ A "feature bloat" that makes simple tasks complex. AND esepcially in 2026, sales teams can't afford that slow response and ambiguity affecting their core function ⇉ revenue generation. In the sales enablement space, we are hitting an inflection point. The market is splitting into two: ↳ The Giants: Massive, end-to-end "Revenue Clouds" that are powerful but complex. ↳ The Specialized: Nimble, AI-native platforms like SalesTable AI that focus on simple and AI first; making your reps Ready to Sell on Day 1. Congrats to the teams at Highspot and Seismic, but for those of you looking for speed and agility in 2026... the game just changed and we are here to collaborate. Gerhard Gschwandtner - this is the exact topic we discussed during our interview :) Now, it's happening. https://lnkd.in/gtF3R-Zc #SalesTech #StartupLife #SalesReadiness #SalesEnablement #Consolidation #SalesTable

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Is ARR dead? No, but it is wounded. Why? Because it's poorly defined. Not in the sense that there are too few definitions, but too many. In the latest episode of SaaS Talk, we discuss this topic, its implications on SaaS metrics, and discuss three recent social media posts on it. One from the Ben Murray (which discusses the various definitions of ARR), one from CJ Gustafson (which looks at public company definitions of ARR), and one from Notable Capital (which directly asks the question: Is ARR dead?) The answer is no, by the way. But the onus is now on the reader (and/or the company publishing numbers) to define it, understand its definition, and understand most importantly how the chosen defintion impacts the interpretation of SaaS metrics like CAC ratio or CPP. Listen to the SaaS Talk episode here. https://lnkd.in/gWxTkE-a

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