Tegrita에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Tegrita 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.player.fm/legal.
DaQuane Cherry was once the kid who wore a hoodie to hide skin flare-ups in school. Now he’s an artist and advocate helping others feel seen. He reflects on his psoriasis journey, the power of small joys, and why loving yourself first isn’t a cliché—it’s essential. Plus, a deep dive into the history of La Roche-Posay’s legendary spring. See omnystudio.com/listener for privacy information.…
Tegrita에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Tegrita 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.player.fm/legal.
For Chief Marketing Officers and Chief Revenue Officers; transparent (and entertaining) conversations to develop collective solutions and takeaways to the biggest challenges faced by revenue teams. Relax, Re-ignite, Re-evaluate, Re-build and Re-connect with Brandi Starr on Revenue Rehab; it’s like therapy, but for marketers. Continue the conversation online using the hashtag #RevenueRehab and follow us on IG/Twitter @RevenueRehab.
Tegrita에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Tegrita 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.player.fm/legal.
For Chief Marketing Officers and Chief Revenue Officers; transparent (and entertaining) conversations to develop collective solutions and takeaways to the biggest challenges faced by revenue teams. Relax, Re-ignite, Re-evaluate, Re-build and Re-connect with Brandi Starr on Revenue Rehab; it’s like therapy, but for marketers. Continue the conversation online using the hashtag #RevenueRehab and follow us on IG/Twitter @RevenueRehab.
This week on Revenue Rehab, Brandi Starr is joined by Jonas Woost, media entrepreneur and co-founder of Bumper. He believes that “more downloads do NOT equal more business value” and is ready to prove it. In this episode, Jonas challenges the industry’s obsession with podcast download numbers, making the case that B2B revenue leaders should focus on true listener engagement and quality of audience over vanity metrics. From dismantling outdated measurement practices to revealing actionable strategies for aligning your podcast with business outcomes, Jonas urges CMOs and CROs to rethink how they evaluate and leverage audio content before wasted efforts drain ROI. Will you stick to conventional wisdom, or does Jonas have it right? Join the debate! Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: “More Downloads” Do Not Equal Business Value [02:07] Jonas Woost directly challenges the conventional wisdom that higher download numbers automatically translate to more value for B2B podcasts. He argues, “The download is actually very, very poor way to measure podcast success because a download means basically nothing. A download is not a listen.” Brandi acknowledges how entrenched this mindset is among marketers, sparking a debate on what metrics really matter for revenue leaders. Topic #2: Measuring Podcast Consumption, Not Just Reach [10:14] Jonas reframes success metrics for B2B podcasts, insisting that podcasting is not a “reach medium” but an “amazing engagement medium.” He urges CMOs and CROs to focus on deep audience engagement—“how long did they stick around”—rather than chasing vanity metrics like total downloads. Brandi explores how this approach impacts real editorial decisions, making the case for aligning podcast topics more tightly with business outcomes. Topic #3: Data-Driven Podcast Decision-Making—But Don’t Forget Your Mission [19:10] Jonas outlines a bold, data-first approach to evolving podcast strategy, advocating for constant, insight-driven pivots in content, marketing, and business objectives. However, he warns revenue leaders not to let data be the only driver: “If we only do stuff based on data and sort of chase the best number...it doesn’t lead to great storytelling.” The discussion centers on how to balance hard metrics with purpose-driven episodes—even when certain topics (like climate or DE&I) don’t deliver the highest completion rates. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “The first thing that most people get wrong is that they don't actually know what they want to measure. This is the first step. What do you actually want? No one wants downloads. No one wants a number. People want business results, especially your audience, B2B podcasters. They want some sort of result. At the end of the day, we need to start there with result. What do you want? This is about reputation. This is about lead generation. This is about whatever. And then go backwards from there. As opposed to starting with like we want downloads in order to maybe have something else in the past.” – Jonas Woost Why It Fails: Measuring podcast success by downloads alone is fundamentally flawed because downloads do not equate to real engagement or business impact. Companies often default to chasing higher download numbers rather than focusing on the outcomes that actually matter, like genuine audience consumption, influence on reputation, or contribution to lead generation. This results in misaligned investments and missed opportunities to connect with the right audience. The Smarter Alternative: Companies should start by clarifying the real business result they want from their podcast—whether that’s reputation building, lead generation, or something else—and then work backwards to design their measurement approach. Instead of defaulting to download counts, focus on actual listener engagement and platform-specific consumption metrics that align with your strategic objectives. The Most Damaging Myth The Myth: “More downloads always equal more business value for a B2B podcast.” – Jonas Woost Why It’s Wrong: Jonas explains that downloads are a poor way to measure podcast success because a download is not a listen, nor does it indicate actual engagement. Most downloads don’t translate to real audience interaction, and chasing bigger numbers often distracts companies from connecting with their true target audience—especially for B2B marketers with niche offerings. What Companies Should Do Instead: Focus on measuring real consumption and engagement across listening platforms like Spotify, Apple, and YouTube. Prioritize understanding who is listening, how long they engage, and whether you’re reaching the right audience rather than blindly driving up download counts. Use these insights to inform editorial, marketing, and business decisions to drive meaningful business value. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Start by clearly defining what business result you actually want—not just downloads or numbers, but the real goal like reputation or lead generation.” – Jonas Woost What’s one red flag that signals a company has this problem—but might not realize it yet? “If you don’t know what you actually want to measure, or you’re defaulting to downloads, you’re already off track. Focus on desired outcomes, not vanity metrics.” What’s the most common mistake people make when trying to fix this? “Trying to be perfect and capture data from every platform. With podcasts scattered across many players, obsessing over 100% accuracy becomes overwhelming. Instead, focus on Apple, Spotify, and YouTube for the bulk of your data.” What’s the fastest action someone can take today to make progress? “Build a simple spreadsheet to manually track engagement stats from the major platforms. It doesn’t need to be fancy—six key numbers, updated monthly, will give you the clarity to make better decisions right away.” Links: LinkedIn: https://www.linkedin.com/in/jonaswoost/ Website: https://wearebumper.com/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Dr. Julie Donley, a leadership expert and workplace stress researcher with nearly 30 years of experience, who believes AI isn’t easing the burden for leaders—it’s fueling burnout and quietly setting revenue teams up to fail. In this episode, Dr. Donley challenges the widespread assumption that AI will reduce stress and drive productivity, arguing that it’s actually amplifying demands and leaving leaders grappling with even greater emotional labor. Drawing on research and real-world insights, she reveals why ignoring the human impact of AI could undermine both team well-being and revenue growth. Are you ready to rethink how you lead in the AI era—or will you push back on Dr. Donley’s bold stance? Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: AI Is Increasing Burnout, Not Reducing It [04:26] Dr. Julie Donely confronts the widespread assumption that AI lightens leaders’ loads, arguing, “AI is raising expectations, accelerating demands, and leaving the emotional labor, the real human work, squarely on their shoulders.” She details how adapting to AI is layered atop existing responsibilities, especially for women leaders, causing heightened stress and faster burnout. Brandi Starr highlights areas where AI can help, but Donely maintains that managing AI’s impact multiplies—not subtracts from—the human workload. Topic #2: Lack of AI Guardrails Accelerates Workplace Risk [15:44] Dr. Donely challenges the “just start using AI” mentality prevalent in many organizations, warning that without clear policies, boundaries, and training, leaders risk confusion, misuse, and legal exposure. “If you don’t have guardrails, people could be using it for any number of things… they’re gonna have problems.” The debate centers on whether orgs can realistically build effective frameworks fast enough to keep up with AI’s pace, with Brandi questioning business’ ability to set rules without stifling innovation. Topic #3: The Hidden Cost of Emotional Labor in Leadership [14:09] Dr. Donely spotlights the overlooked burden of “emotional labor” as leaders navigate AI-driven change—managing team fears, conflict, and constant adaptation. She argues this work is “just exhausting by the end of the day” and asserts that organizations consistently undervalue it, even as AI transforms technical workflows. Revenue leaders are challenged to acknowledge and plan for this persistent human toll, which will not go away with increased automation: “We dismiss emotional labor as not being important. It's huge. And it's not going away with AI.” The Wrong Approach vs. Smarter Alternative The Wrong Approach: “Well, I think the wrong way to integrate AI is to tell people, use AI, not give them any. They need training, they need boundaries, they need policies and procedures. When can I use AI? What can I use it for, what can I not use it for? And then train them.” – Dr. Julie Donley Why It Fails: Simply directing employees to use AI without guidance leads to confusion, anxiety, and inconsistency. Without established guardrails, training, or a support system, teams may misuse AI tools, increase stress, and expose the company to risks, making it difficult to integrate AI productively and safely within organizational workflows. The Smarter Alternative: Companies should establish clear guardrails, policies, and training around AI adoption. Leaders must set expectations, provide structured support, and create safe spaces for employees to ask questions and learn. By doing so, organizations empower their teams to use AI effectively and responsibly, optimizing both productivity and well-being. The Most Damaging Myth The Myth: “I think it’s that it’s going to replace us, that AI is going to do away with our jobs and it’s more effective than, I mean, people have to use AI to be able to produce results. And so it’s going to change how things work, but it’s not going to replace humans.” – Dr. Julie Donely Why It’s Wrong: The fear that AI will eliminate the need for human workers causes anxiety, resistance, and a reluctance to engage with new technology. As Dr. Donely points out, this belief overlooks the critical human skills—like emotional labor, team dynamics, and workplace politics—that AI cannot replicate or replace. Holding on to this myth leads to missed opportunities for partnership and support between people and technology. What Companies Should Do Instead: Leaders should focus on how AI can be leveraged as a tool to support human roles, not replace them. Encourage teams to explore how AI can assist in their specific functions and provide targeted training to empower responsible, effective use. Emphasize partnership, not replacement, to reduce stress and accelerate adoption. The Rapid-Fire Round Finish this sentence: sentence. If your company has an AI usage problem, the first thing you should do is _: “Identify how you want them to use it.” – Dr. Julie Donel What’s one red flag that signals a company is experiencing AI related burnout—but might not realize it yet? “Well, the people are becoming irritable, productivity is going down and your morale is going down.” What should leaders do differently to ensure AI helps rather than hurts their team? “They need to check in with their team members to take a pulse as to where they are and what their needs are in relation to AI.” What’s the fastest action someone can take today to make progress? “Check in with your people and make sure that they're managing things well, that they have the training that they need or the instruction or guidance that they need and the support that they need and the permission potentially that they need to be able to use AI in a way that supports the organization's goals.” Buzzword Banishment: Dr. Julie Donely’s buzzword to banish is "really, really, really" and any kind of ultra adjective that is just not necessary. She dislikes this phrase because it adds no value, is overused, and detracts from the power of communication—especially for women, who she suggests should focus on being more direct. Dr. Donely emphasizes that such unnecessary emphasis makes messages less impactful and recommends getting to the point instead. Links: LinkedIn: https://www.linkedin.com/in/drjuliedonley Facebook: https://www.facebook.com/DrJDonley YouTube: https://www.youtube.com/@DrJulieDonley Amazon: https://www.amazon.com/dp/0976560585/ Website: https://drjuliedonley.com/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Maxwell Ivey, internationally known as the Blind Blogger and an expert in accessibility education, who believes “Accessibility isn’t charity—it’s untapped market access,” and he’s ready to prove it. In this episode, Maxwell dismantles the common industry belief that accessibility is a mere “nice-to-have,” arguing that overlooking people with disabilities is a costly, strategic mistake that hands revenue directly to competitors. Drawing on data, buyer journey insights, and firsthand stories, he exposes how accessible marketing drives greater loyalty, expands market reach, and can directly boost revenue for B2B leaders. Will Maxwell’s bold challenge reshape your approach to inclusion—or do you still think accessibility is optional? Join the debate! Episode Type Problem Solving: Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: “Inclusivity” Is Just Empty Jargon [02:45] Maxwell Ivey boldly claims that the word “inclusive” is an overused, misleading buzzword that allows companies to feel good without doing the work of true accessibility. He states, “It allows a lot of people to feel like they are doing the right thing…without actually taking action,” directly challenging revenue leaders to move beyond declarations and toward measurable accessibility changes. Brandi Starr agrees that the term is often empty, setting the stage for a debate on what genuine inclusivity should look like in B2B marketing and customer experience. Topic #2: Accessibility Isn’t Charity, It’s a Market Advantage [04:29] Ivey confronts the myth that accessibility is just altruism or only benefits a niche group, arguing, “Accessibility isn’t charity, it’s market access.” He emphasizes the significant, loyal purchasing power of people with disabilities—estimated at $3.5-4 trillion annually—and reveals that inaccessible marketing directly costs businesses revenue, saying, “you are walking away from revenue and your competitors are happy to pick it up.” This challenges conventional thinking by reframing accessibility as a core business growth lever, not a compliance box to check. Topic #3: Accessibility Enhancements Benefit All Buyers [06:09] Ivey dismantles the belief that accessibility improvements are only for the disabled, stressing that accessible design actually improves user experience for everyone—including those browsing in poor lighting, on mobile devices, or with age-related challenges. Concrete tactics like simplifying website navigation, keyboard-first design, and minimizing distractions are highlighted as universally beneficial. He argues, “A lot of things that you will do to improve accessibility will improve the user experience of all your other customers who don’t have a disability,” pushing revenue leaders to rethink accessibility as a competitive differentiator rather than a narrow accommodation. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “I think I’d like to get rid of the word inclusive because it’s such a vague word, it doesn’t really get to the heart of the matter. It allows a lot of people to feel like they are doing the right thing for their business or for people with disabilities without actually taking action, without really empathizing with the needs of this huge market of highly loyal consumers. And it allows them just to avoid the hard conversations, to avoid the time and effort. Although it isn't really a lot of time and effort in most people’s cases. But by saying that they’re inclusive, it allows them to feel good about themselves, but it doesn’t necessarily mean that they’ve done the work.” – Maxwell Ivey Why It Fails: Using “inclusive” as a buzzword lets companies check a box without making real changes. This superficial approach fails to address the specific needs of people with disabilities, meaning businesses miss out on both a substantial market opportunity and true accessibility. Ultimately, it leads to lost revenue and leaves the door open for competitors who genuinely address accessibility. The Smarter Alternative: Companies should move beyond vague commitments and take concrete, tactical actions to improve accessibility. Maxwell recommends focusing on simplifying user journeys, prioritizing keyboard navigation, and designing with a minimalist, distraction-free mindset. These measures not only support people with disabilities but also improve usability and satisfaction for all customers, driving better business outcomes. The Most Damaging Myth The Myth: “I don’t have customers who with disabilities or if I have them, they do not have the funds to buy from me. And the other is that when I create for accessibility, I am only creating for people with disabilities.” – Maxwell Ivey Why It’s Wrong: These beliefs are harmful because they severely underestimate both the size and purchasing power of the disability community. As Maxwell points out, designing for accessibility benefits everyone—not just people with disabilities—by improving the user experience for all. Additionally, the market of people with disabilities is large, loyal, and influential; dismissing their needs means leaving significant revenue and word-of-mouth opportunity on the table. What Companies Should Do Instead: Recognize accessibility as market access, not charity or a compliance checkbox. Design campaigns, content, and customer experiences for everyone, understanding that accessibility improvements often enhance usability and satisfaction for all users—leading to broader engagement, higher revenues, and stronger brand loyalty. Buzzword Banishment Maxwell’s buzzword to banish is "inclusive." He dislikes this term because it is vague and allows companies to feel self-satisfied without taking meaningful action to address the needs of people with disabilities. Maxwell argues that saying you're "inclusive" often substitutes for real empathy or necessary changes, enabling businesses to avoid hard conversations and practical improvements, rather than genuinely supporting a large and loyal market segment. Links: LinkedIn: https://www.linkedin.com/in/maxwellivey Facebook: https://www.facebook.com/maxwellivey YouTube: https://www.youtube.com/maxwellivey Podcast: https://podcasts.apple.com/us/podcast/the-accessibility-advantage/id1740242884 Website: https://www.theaccessibilityadvantage.com Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live.…
This week on Revenue Rehab, Brandi Starr is joined by Sherry Grote, creator of the Harmony Hero framework and a B2B marketing leader with 25+ years transforming brands and driving revenue. Sherry believes marketing and HR hold untapped power as revenue accelerators—but only if their voices are amplified beyond traditional roles and given real influence in the boardroom. Challenging the status quo that sidelines these functions, Sherry argues that true revenue growth hinges on aligning people, brand, and culture—not just products and pipelines. If you’re ready to rethink where brand power really drives the bottom line, tune in—and decide if Sherry’s perspective changes your mind. Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Marketing & HR—The Undervalued Revenue Drivers [04:44] Sherry Grote boldly argues that marketing and HR are essential drivers of revenue and brand but are consistently marginalized in executive decision-making. She challenges the conventional belief that marketing is a “faucet you can just turn on” and spotlights how HR’s influence on culture is chronically overlooked—particularly damaging “in an artificial everything world.” Brandi Starr echoes the misalignment, noting most companies pigeonhole this partnership as “marketing giving HR tchotchkes,” prompting a debate on the true strategic potential of these functions when united. Topic #2: Boardroom Influence—Turning Up the Volume on Brand Voices [07:14] Sherry argues that the boardroom routinely sidelines marketing and HR, relegating them to after-thought status in favor of sales, finance, and product updates. “HR, we really don’t have time for you to talk, so just put your slide in there and we’ll just make sure that the board has that.” She proposes a radical change: marketing and HR should proactively demonstrate their impact on revenue, culture, and pipeline to win advocates among CFOs, CROs, and CPOs—shifting from self-promotion to integrated business influence. Topic #3: Rethinking Compensation and Collaboration for Revenue Alignment [17:50] Sherry challenges revenue leaders to recognize compensation misalignment as a core driver of inefficiency and discord between marketing, sales, and HR. She critiques the “rip and replace” approach to CMOs, tying it to systemic incentive problems: “It’s often the head of marketing that really sees this breakdown and challenge and having that real relationship with HR could be an opportunity to help to influence that.” Brandi pushes for actionable solutions, leading to a discussion about moving BDRs into marketing and partnering with HR to overhaul incentive structures for true revenue team alignment. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “A leader before they've had a time to actually make an impact in the business.” – Sherry Grote Why It Fails: Swapping out marketing or HR leaders too quickly disrupts momentum and undermines strategic initiatives before they can take hold. This short-sighted turnover prevents teams from making the incremental changes necessary for lasting impact and damages organizational culture and continuity. The Smarter Alternative: Instead of jumping to leadership changes, companies should focus on building strong alignment and rapport between sales, marketing, and HR, giving leaders the space and support needed to drive meaningful, long-term business results. The Most Damaging Myth The Myth: “Marketing is a faucet that you can just turn on and you will get instant results.” – Sherry Grote Why It’s Wrong: This belief leads organizations to expect immediate impact from marketing efforts, creating unrealistic timelines and frustration when quick results don’t materialize. As Sherry explains, marketing is actually more like a well that requires consistent pumping—building effective campaigns takes time, ongoing effort, and a systems approach. When companies operate under the “faucet” myth, they make disruptive changes or swap out talent prematurely, undermining long-term progress and ROI. What Companies Should Do Instead: Treat marketing as an engine that needs sustained investment and incremental improvement. Allow marketing leaders time to build momentum, focus on developing processes, and foster strong cross-departmental relationships—especially with HR—to build a people-first culture that supports brand and revenue growth. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Ensure that you have built rapport with sales, marketing and HR to be in total alignment.” – Sherry Grote What’s one red flag that signals a company has this problem—but might not realize it yet? “If your employees don't have psychological safety, then you do not have a culture that is going to have a positive brand influence.” What’s the most common mistake people make when trying to fix this? “Changing out a leader before they've had time to actually make an impact in the business.” What’s the fastest action someone can take today to make progress? “Know what your 5% is—be clear on what makes you different from everyone else doing your type of job, whether you’re in HR, marketing, finance, or sales.” Buzzword Banishment: Sherry’s buzzword to banish is "amplify." She dislikes this term because in today’s environment—where it’s applied to everything—the word has been overused and lost its impact and meaning. Sherry notes that while "amplify" once described increasing awareness or engagement in a meaningful way, its ubiquity now renders it ineffective and even frustrating to encounter. Links: LinkedIn: https://www.linkedin.com/in/sherrygrote/ Instagram: https://www.instagram.com/theharmonyhero Facebook: https://www.facebook.com/people/The-Harmony-Hero/61568386591394 Website: https://www.theharmonyhero.com Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Michael Buckbee, founder of Knowatoa and AI-driven search marketing expert, who believes most marketers are missing out on revenue by ignoring how their brands appear in AI search tools—and he’s ready to prove it. In this episode, Buckbee challenges the industry’s Google-first mindset and argues that AI platforms like ChatGPT and Gemini are now the key gateways to buyers, demanding a radical rethink of content and SEO strategy. From shifting content budgets to exposing overlooked technical pitfalls, Buckbee makes the case that revenue leaders must adapt now to avoid losing visibility and pipeline in an AI-dominated landscape. Is your strategy keeping up, or is it time for a rehab? Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Google’s Grip on B2B Search Is Slipping [02:41] Michael Buckbee argues that relying solely on Google for B2B brand discovery is now a critical mistake. He highlights how AI tools like ChatGPT, Gemini, and Perplexity are rapidly changing buyer behavior and asserts that “most marketers have no idea how they’re showing up in AI and it's costing them real revenue.” Brandi Starr questions whether AI is truly overtaking Google, leading Michael to explain that even Google is transforming its search experience in response to these new AI platforms. Topic #2: Outdated SEO Strategies Are Killing Organic Growth [06:23] Michael challenges the conventional top-of-funnel, high-traffic blog strategy that marketers have depended on for years. He points out that informational queries are increasingly answered directly by AI summaries, saying “those are going away as a traffic source,” and urges leaders to shift focus toward bottom-of-funnel content that addresses specific buyer objections and differentiators. Brandi Starr pushes for actionable advice, sparking a discussion on how marketing budgets and content plans need to be realigned for this new search landscape. Topic #3: Winning Requires Siteless SEO and AI Indexing [15:56] Michael pushes revenue leaders to rethink basic SEO, warning that many websites are inadvertently blocking AI crawlers and missing out on AI-driven buyer research. He explains the need to ensure that AI bots can index your content and introduces the concept of “siteless SEO,” recommending that brands publish content directly on platforms like LinkedIn and Reddit for broader visibility. The segment includes specific tactics as Michael calls this a foundational shift that “marketers need to act on now.” The Wrong Approach vs. Smarter Alternative The Wrong Approach: "A common trap is to stick with the existing content plans. You know, you had mentioned AI overviews and how it lists sources. You know, you can still fight for those terms, those like high level informational terms. But I do think you really need to consider, is this something where people are going to read this and then there's a list of 30 sites on the side? Is that a benefit to you that you're one of those 30 links that's buried in there? Are people actually going to find you? Is it actually going to move things forward or are your efforts better spent elsewhere?" – Michael Buckbee Why It Fails: Traditional top-of-funnel content strategies focus on broad informational keywords, but AI search tools now summarize these queries and bury brands in a long list of sources. This leads to reduced visibility and engagement, as buyers are more likely to rely on AI summaries instead of clicking through to individual sites. The Smarter Alternative: Companies should pivot their content strategy toward mid- and bottom-funnel topics that address buyer objections and showcase clear differentiation. Distributing this content across multiple platforms, not just your website, increases the likelihood that AI systems will pick up and accurately represent your brand, making it easier for buyers to discover and trust you during their research process. The Most Damaging Myth The Myth: “We kind of don't need to care about these new AI startups and all we need to do is care about Google and they just go back to doing things how they have been doing them.” – Michael Buckbee Why It’s Wrong: Many marketers believe that focusing on traditional Google SEO is enough, but Google itself is evolving in response to AI-driven platforms like ChatGPT, Claude, and Gemini. Ignoring these changes means companies risk losing visibility where buyers are actually researching and making decisions, leading to missed revenue opportunities. What Companies Should Do Instead: Companies should adapt by monitoring their brand visibility across AI search platforms, shifting content strategies away from solely top-of-funnel topics, and making sure their content is accessible to both Google and AI bots. This proactive approach ensures brands continue to show up where buyers are searching now and in the future. The Rapid-Fire Round What is the first sign that a company is facing the problem of being ready for AI search but hasn't yet named it?“In their Google search console, they're probably seeing a very steady amount of impressions coming through and a drop off in click throughs to their site. That's a pattern that's seen in lots of different places. And that's the first like real data point that a lot of SEOs have found like, something's going on here. We need to be prepared for.” - Michael Buckbee What's one mindset shift that unlocks progress?“I think the biggest mindset shift should be the duplicate content penalty, which was something that SEOs have considered for a long time, which is like, put a blog post up on my site. I don't want another site to scrape it and put it up on their site because that pulls the Google juice from both of us. It dilutes it. But in the world of AI search, that's a huge benefit. Now you're twice as powerful because the messaging has been said twice.” What's one common trap leaders fall into when trying to solve this?“I think a common trap is to stick with the existing content plans. You know, you had mentioned AI overviews and how it lists sources. You know, you can still fight for those terms, those like high level informational terms, but I do think you really need to consider, is this something where people are going to read this and then there's a list of 30 sites on the side? Is that a benefit to you? That you're one of those 30 links that's buried in there? Are people actually gonna find you? Is it actually gonna move things forward? Or are your efforts better spent elsewhere?” What's the most underrated move that actually works to fix this fast?“I think the most underrated move is to just make sure that checkbox isn't hit in Cloudflare because I see that a lot. Many, many sites are inadvertently blocking these for lots of weird reasons. And you know, it's such an easy fix. Why wouldn't you do that?” Links: LinkedIn: https://www.linkedin.com/in/michaelbuckbee/ X: https://x.com/mbuckbee Website: https://knowatoa.com Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Laura Patterson, a data-driven growth strategist and co-founder of VisionEdge Marketing, who believes strategic foresight—not campaign execution—is the CMO’s real job, and she’s here to prove it. In this episode, Laura challenges the industry’s fixation on activity and trend-chasing, arguing that revenue leaders must shift their focus from reactive marketing to proactive market-making by interpreting the signals that shape the future. By exposing the pitfalls of “random acts of marketing” and sharing actionable strategies, Laura makes a compelling case for why true leadership demands more than just looking in the rearview mirror. Ready to step out of the weeds and into bold strategy, or will you stick to business as usual? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Strategic Foresight is the CMO’s Core Mandate [00:00] Laura Patterson asserts that the true role of the CMO is strategic foresight—actively interpreting market signals to drive the business forward—instead of focusing on executional tasks like campaign management. “If your strategic plan is just a mirror of historical data, you're not owning the market, you are in fact reacting to it,” she argues. This challenges the conventional wisdom that CMOs should be operational leaders, pushing the audience to reimagine marketing leadership as market-making rather than maintenance. Topic #2: Countering CEO and Board Pressure to Chase Trends [00:08:33] Laura tackles the challenge many CMOs face from CEOs and boards demanding action on the latest trends (e.g., AI), even when it’s not strategically aligned. She insists CMOs must lead with business value, stating, “If you're going to be the leader, then you have to be willing to take a little risk and have a response that says... what about what we're trying to achieve for the organization?” The discussion centers on how revenue leaders can reframe these conversations to focus on business goals, even when faced with top-down mandates to pursue shiny objects. Topic #3: Using Market Signals for Proactive Strategy [00:17:21] Laura advocates for harnessing both internal and external market signals—such as airline reservations or box orders—as tools for strategic foresight, rather than relying solely on the company’s own lagging indicators. She challenges the common practice of dashboard-driven decision making, asserting that by the time trends appear in company data, "you're already kind of behind the eight ball." The debate explores how CMOs, especially in smaller organizations, can identify forward-looking market signals to anticipate change and shape strategy, not just react. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “They try to reverse engineer. What I mean by that is they try to reverse engineer what they're doing to an outcome that is a mistake. Right. It doesn't start at the bottom, it needs to start at the top.” – Laura Patterson Why It Fails: Reverse-engineering from current activities up to business outcomes leads to weak alignment and rationalizes existing work, rather than ensuring marketing efforts are directly tied to organizational goals. This approach results in disconnected tactics, poor measurement of impact, and a continual cycle of busyness without meaningful progress. The Smarter Alternative: Start with clear business outcomes and define success at the top level—then build your marketing strategies and initiatives to directly support those outcomes. Measure and communicate value based on how each initiative contributes to creating customer value and competitive advantage, rather than backfilling activities into justifications after the fact. The Most Damaging Myth The Myth: “If we just do more campaigns, adopt more tools, generate more content, we'll eventually hit on something that works. And that is the myth that activity equals progress. Right? And that's not true.” – Laura Patterson Why It’s Wrong: Laura explains that this belief leads companies to chase trends, pile on campaigns, and stay busy with random acts of marketing—all of which result in misalignment, wasted energy, and diluted impact. Instead of delivering on strategic business outcomes, marketing teams become stuck in endless execution, masking the absence of a clearly defined, customer-centric strategy that truly drives growth. What Companies Should Do Instead: Companies should pause and get serious about evaluating their marketing work through the lens of impact and deliberate, value-driven moves. Focus on creating a customer-centric strategy that’s rooted in core competencies and value propositions, and ensure every activity aligns directly to measurable business outcomes—rather than defaulting to more activity for its own sake. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Stop. Pause and take a breath. Audit whether your marketing activities directly link to business outcomes. If you can’t draw a clear line, it’s time to halt unnecessary spending and effort until you have that clarity.” – Laura Patterson What’s one red flag that signals a company has this problem—but might not realize it yet? “If your marketing measures don’t tie back to actual business results and you’re only reporting on activities or outputs, that’s a major warning sign you’re stuck in execution mode.” What’s the most common mistake people make when trying to fix this? “Reverse engineering—trying to justify existing marketing activities by retroactively connecting them to business outcomes—instead of starting from the top with what business success looks like, then working downward into strategy and execution.” What’s the fastest action someone can take today to make progress? “Take your top three marketing initiatives and ask: Do we know exactly how each one creates customer value and competitive advantage? If you can’t answer with a confident ‘yes’ (or rate them a 9 or 10), it’s time to rethink those priorities immediately.” Buzzword Banishment Laura’s buzzwords to banish are "pivot" and "AI powered." She criticizes "pivot" for being overused, often without a true understanding of what it really entails, even admitting she's guilty of using it herself but with proper intent. "AI powered" is singled out because it's become ubiquitous in every conversation, to the point where it has lost clear meaning and is used without critical examination of its actual value or application. Links: LinkedIn: https://www.linkedin.com/in/laurapattersonvem/ Facebook: https://www.facebook.com/marketingtransformation X: https://x.com/VisionEdgeMktg YouTube: https://www.youtube.com/user/VisionEdgeMarketing Podcast: https://visionedgemarketing.com/whats-your-edge-latest-episodes/ Website: https://visionedgemarketing.com/ Email: laurap@visionedgemarketing.com Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Maddie Bell, CEO and Co-founder of Scheduler AI, who believes “the real risk isn’t in the dark funnel—it’s failing to deliver when the buyer finally raises their hand.” In this episode, Maddie challenges the industry’s obsession with “speed to lead,” urging revenue leaders to prioritize “speed to first conversation” with AI-driven, buyer-centric engagement. She warns that outdated playbooks and one-way automation are leaving revenue on the table, while today’s buyers self-educate and expect immediate, meaningful interaction. Will Maddie’s call for rethinking the moment of engagement change your strategy—or change your mind? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Dark Funnel Obsession—Are Revenue Teams Focusing on the Wrong Problem? [01:10] Maddie Bell argues that while the industry is fixated on the challenges of the dark funnel and invisible buyer research, the true risk lies elsewhere: "The real risk isn't what you can't see, it's what you fail to act on when the buyer finally makes themselves known." She challenges CMOs and CROs to shift resources away from just uncovering hidden intent and instead ensure their processes and tech are ready for the critical moment buyers raise their hand. Brandi aligns with this shift, probing what readiness really entails and how companies can retrain their focus accordingly. Topic #2: Personalization at Scale—Why Automation Isn’t Enough [13:36] Maddie claims that traditional personalization methods—triggered email sequences and static nurture paths—have reached their limits due to the sheer number of signals and permutations needed. She challenges the industry to move beyond guessing with automation: "It's just really hard to personalize for a person without asking them about themselves again, without starting a two-way conversation." The discussion centers on the need for AI-driven, dynamic conversations to achieve true personalization, not just more sophisticated drip campaigns. Topic #3: AI as the Connector—Transforming Handoffs and Sales Structure [28:38] Maddie boldly asserts that AI agents are poised to revolutionize not just engagement, but the very structure of sales teams and revenue processes. She explains, "If you have the AI routing, you can create intelligent loops that essentially solve the leak across the pipeline..." prompting leaders to rethink their approach to sales specialization, handoff rigor, and marketing-sales alignment. Brandi challenges the scalability and organizational implications, sparking discussion on how revenue leaders should sequence process improvement before layering on AI. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “I think they look for solutions to new things rather than solving problems that again, they already have. Right. Because at the end of the day, if we’re already making buyers wait hours, days, if we follow up at all, just solving that in the near term is going to get you a measurable pipeline win now without having to re redo and try all this new stuff that you don’t really know where it’s going to go.” – Maddie Bell Why It Fails: Chasing after new, untested solutions distracts teams from addressing the core issues already affecting buyer engagement. If companies ignore existing process gaps—like long response times—they miss out on immediate revenue gains and risk investing in initiatives that may not address their current challenges. The Smarter Alternative: Focus first on quantifying and solving existing friction points in the buyer journey, such as reducing wait times and ensuring prompt follow-up. By tackling these proven problems, organizations can unlock measurable wins and lay a stronger foundation before experimenting with new tools or strategies. The Most Damaging Myth The Myth: “The moment they raise their hand visibly is the start of the process.” – Maddie Bell Why It’s Wrong: Many go-to-market teams treat the buyer’s visible hand-raise—like filling out a form—as the beginning of engagement. But as Maddie points out, buyers actually start their process much earlier, often spending significant time researching and self-educating long before giving up their information. This myth leads companies to ignore the vast majority of prospects who never fill out a form (97%), missing opportunities to start conversations earlier and losing out on pipeline growth. What Companies Should Do Instead: Recognize that the buying journey begins well before formal hand-raising. Invest in strategies and technologies that identify and engage buyers earlier—well before they submit a form—by leveraging intent signals, enabling frictionless conversations, and reducing reliance on traditional gates. This proactive approach captures more of the market and improves the probability of converting ready buyers. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Measure it. Find out how many balls are getting dropped. Quantify the problem so you can actually solve it and measure success.” — Maddie Bell What’s one red flag that signals a company has this problem—but might not realize it yet? “You’re pushing out a lot of one-way communication, and buyers aren’t converting—or when they finally respond, you’re too slow to engage. If buyers ignore your outreach or you fail to respond within 1–2 minutes, that’s a big sign.” What’s the most common mistake people make when trying to fix this? “Chasing new cool solutions instead of fixing today’s problems—like slow or missing follow-up. Start by solving existing gaps to create quick pipeline wins before adding new tools.” What’s the fastest action someone can take today to make progress? “Start more conversations—and use AI for fair, objective, helpful buyer interactions that move them to the next step, ideally a team meeting. But don’t rush the process; let AI qualify and route effectively.” Buzzword Banishment Buzzword Banishment: Maddie’s buzzword to banish is "speed to lead." She dislikes this term because, in her view, it has become disconnected from what buyers actually want. Maddie argues that organizations have reduced "speed to lead" to a KPI or automated process—like quickly assigning a lead to a rep or sending out email sequences—rather than prioritizing a meaningful, timely first conversation that aligns with the buyer's needs and expectations. She advocates replacing it with "speed to first conversation" to ensure engagement is genuinely valuable to the buyer. Links: LinkedIn: https://www.linkedin.com/in/maddiebell/ Podcast: https://www.scheduler.ai/nextgen-gtm-podcast Business: https://www.scheduler.ai Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by John Williams, a fractional CRO, and Jonathan Moss, founder of AI Business Network, who believe that “AI is useless if your customer data is a chaotic mess”—and they’re here to prove it. In this episode, they challenge the widespread assumption that companies are AI-ready just because their data is accessible, arguing that fragmented, siloed data creates “context debt” and erodes trust, retention, and revenue. From eye-opening client stories to tactical fixes, John and Jonathan reveal why senior revenue leaders must prioritize data clarity before chasing AI transformation—or risk accelerating mistakes instead of results. Is your data clean enough to matter, or are you just accelerating garbage? Listen in, debate, and decide. Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Clean Data is the Real Prerequisite for AI Success [00:00] John Williams and Jonathan Moss argue that most companies are rushing into AI without first fixing fundamental data problems. They challenge the popular belief that AI alone can drive revenue impact, asserting instead, “AI can’t save your revenue engine if your data is a chaotic mess.” Brandi Starr pushes for specifics, leading to a candid debate on why data readiness—not AI adoption—is the real starting line for AI ROI. Topic #2: The Cost of Context Debt on Revenue Teams [05:37] Jonathan Moss introduces the concept of “context debt”—the hidden tax organizations pay when fragmented data erodes efficiency and trust. He challenges the common practice of making decisions in data silos, warning that “strategic decisions on impartial information” will hurt revenue and customer relationships. Brandi spotlights Moss’s point that context debt directly leads to lost deals and missed growth, stirring debate on how leaders should audit and connect data before deploying AI. Topic #3: RevOps, Not IT, Should Orchestrate Data Readiness [22:17] Jonathan Moss boldly claims that revenue operations—not IT or individual business units—should own the responsibility for stitching together customer data. He disrupts the status quo: “The go to market system, which I consider data, process and technology, should be owned by RevOps.” The discussion challenges traditional data ownership models and urges CROs/CMOs to empower RevOps to connect silos, warning that without clear ownership, AI projects will fail to deliver impact. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “They try to think about connecting all their systems to the single truth without asking the question, what decision are we trying to make that this would help us be faster and better? And so they try to take on the entire the entire project of connecting versus thinking about what, what do we need to answer and how do we, how do we do that in a better way?” – Jonathan Moss Why It Fails: Attempting to integrate every data system all at once often leads to overwhelming complexity, wasted resources, and solutions that don’t directly support urgent business needs. Without clarity on the specific decisions the business wants to improve, massive integration projects lack focus and can stall or fail, burdening teams instead of accelerating outcomes. The Smarter Alternative: Start with the decisions that matter most—determine which questions need answering to drive business impact and work backward to connect only the necessary data sources for those outcomes. By aligning data efforts with clear, actionable objectives, companies can deliver value quickly and ensure their data strategy fuels smarter, faster decision-making. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “List all your customer data locations. Don’t worry about whether it’s clean yet—just knowing where all your data is and what it contains is your starting point.” – John Williams What’s one red flag that signals a company has this problem—but might not realize it yet? “Confusing data infrastructure with decision infrastructure. Just because your data is ‘clean’ and stored in the right place doesn’t mean it’s actionable or aligned for decision-making.” – Jonathan Moss What’s the most common mistake people make when trying to fix this? “Trying to connect every system to a single source of truth without first asking what business decision you’re actually trying to make. Instead, start with the question you need to answer, then connect only the data necessary for that.” – Jonathan Moss What’s the fastest action someone can take today to make progress? “Gather all your department heads for a 55-minute whiteboard session. Map out the customer journey, pinpoint each team’s touchpoints, and identify what data you have at each stage. This quickly reveals gaps and opportunities for data flow improvement.” – John Williams Links: John Williams LinkedIn: https://www.linkedin.com/in/growthcro Business: https://www.sunbusinessgroup.com/ Links: Jonathan Moss LinkedIn: https://www.linkedin.com/in/mossjonathan/ X: https://x.com/JonathanMoss YouTube: https://www.youtube.com/@AIBusinessNetwork Podcast: https://open.spotify.com/show/2wQXqIjaKSn97HkVYNnbzg?si=7386dc681a7f4f4c Business: http://www.aibusinessnetwork.ai/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Leah Russo, a veteran marketing and rev ops executive and founder of Novara, who believes “treating ops like a cleanup crew is killing your go-to-market”—and she’s ready to prove it. In this episode, Leah challenges the widespread practice of sidelining marketing and revenue operations, arguing that only by giving ops an equal seat at the table can companies unlock faster, more scalable, and burnout-free growth. By exposing the cost of reactive ops and sharing playbook-shifting strategies, Leah makes the case for why it’s time revenue leaders stop seeing ops as tactical support and start leveraging them as true growth architects. Is it time to rethink your approach, or will you change her mind? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Why Treating Ops as a Cleanup Crew Is Broken [05:21] Leah Russo boldly asserts that the biggest myth in go-to-market is viewing operations as an afterthought or “cleanup crew.” She challenges the conventional wisdom that strategy comes first and ops simply executes, arguing, “when you build without your ops team in the room, you're not really moving fast... you're actually moving blindly.” Brandi Starr pushes for practical ways to elevate ops, spurring debate on where the real strategic value of ops lies. Topic #2: Ops as Strategic Architects, Not Order Takers [07:38] Leah Russo reframes operations as critical “architects” of scalable growth, rather than mere tactical support. She insists that modern ops leaders understand both the back-end structure and front-end goals: “Ops isn't a band aid. Ops is truly your blueprint for scalable growth, but you have to treat it as such to get there.” Brandi challenges her with a “building a house” analogy, sparking discussion on how early ops involvement powers cleaner, faster execution and prevents costly rework. Topic #3: Stop Hiring More Ops—Fix the Strategic Process [29:07] Leah Russo contends that the default reaction to operational chaos—simply hiring more ops staff—is misguided. “They hire more ops people to clean everything up faster instead of changing how they strategically plan,” she states, urging leaders to overhaul their approach and involve ops early. The debate zeroes in on practical actions: bringing ops into strategy meetings and empowering them to identify root issues before launching new initiatives. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “They hire more ops people to clean everything up faster instead of changing how they strategically plan.” – Leah Russo Why It Fails: Simply adding more operations staff treats ops like a reactive cleanup crew rather than addressing the root issue—poor planning and lack of early involvement in go-to-market strategy. This results in inefficiencies, repeated fixes, burnout, and a failure to build scalable, sustainable processes that drive predictable revenue growth. The Smarter Alternative: Instead of reacting with more headcount, companies should bring ops into go-to-market strategy discussions from the start. Treat ops as architects who help sequence priorities, identify potential pitfalls, and architect scalable solutions—ensuring the revenue engine is set up right the first time and reducing the need for expensive, disruptive fixes later. The Most Damaging Myth The Myth: “Ops is an afterthought, right. That we're here to clean up the mess once your strategy's already been put in place.” – Leah Russo Why It’s Wrong: When companies treat operations as a post-strategy cleanup crew, they believe they’re moving fast, but in reality, they’re going blindly. This reactive approach slows down execution and leads to preventable mistakes, inefficiencies, and burnout, ultimately undermining the effectiveness of the entire go-to-market strategy. What Companies Should Do Instead: Involve your ops team early in the strategic planning process. Treat operations as true architects of scalable growth by giving them a seat at the table from the start—ensuring that plans are executed in the right order, with the right people, and built to scale without costly rework. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Stop treating ops like the help and start treating them like architects.” – Leah Russo What’s one red flag that signals a company has this problem—but might not realize it yet? “When ops is the last to know but the first expected to actually clean it up.” What’s the most common mistake people make when trying to fix this? “They hire more ops people to clean everything up faster instead of changing how they strategically plan.” What’s the fastest action someone can take today to make progress? “Bring ops into your next go-to-market strategy meeting and ask them what’s broken before you decide what’s next—and listen.” Buzzword Banishment Buzzword Banishment: Leah’s buzzword to banish is "hustle." She dislikes this term because it has created a mindset where speed is prioritized above all, leading organizations to act reactively, often at the expense of careful strategy. Leah argues that the hustle mentality leads to burnout and reactive operations, which ultimately undermines go-to-market efforts; instead, she believes teams should focus on aligning strategy and execution in the right order, with operations involved from the outset. Links: LinkedIn: https://www.linkedin.com/in/leahrusso/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Rita Richa, a B2B podcast strategist and executive producer with a track record of turning conversations into revenue. Together, they break down how Lenovo overcame lackluster event ROI by transforming traditional conference sponsorships into a pipeline-driving “pop up podcast” experience—turning fleeting booth traffic into meaningful, mid-funnel conversations and a year’s worth of content in days. They discuss the end-to-end playbook for integrating real-time podcast activations, coordinated sales efforts, and data-driven storytelling to accelerate deals and maximize event impact. If you’re looking to turn event spend into measurable pipeline momentum, this episode is for you. Episode Type: Case Study Revenue leaders who’ve been in the trenches share how they tackled real challenges—what worked, what didn’t, and what you can apply to your own strategy. These episodes go beyond theory, breaking down real-world implementation stories with concrete examples, step-by-step insights, and measurable outcomes. Bullet Points of Key Topics + Chapter Markers: Topic #1: Transforming Event Sponsorship With Pop Up Podcasts [06:04] Rita Richa identifies the inefficiency of traditional event sponsorships—“Too many CMOs are dropping six figures on conference booths only to walk away with bad scans, vague brand awareness, and no clear ROI.” She discusses how introducing a structured popup podcast experience enabled B2B brands to turn event conversations into revenue by “creating content with your ideal, you know, business targets, your ICP, your prospects...in real time at the event.” This shift made event investments directly tied to pipeline acceleration and measurable impact. Topic #2: Driving Pipeline and Content Scale Through Experiential Coordination [09:18] Rita describes the end-to-end activation of Lenovo’s popup podcast, detailing coordinated touchpoints that move prospects from coffee sponsorship to booth engagement, culminating in short, strategic interviews rooted in case studies. “It’s the entire collective experience of getting your customer from point A to point B to actually even want to come to your booth and have those conversations.” By enabling sales teams as ‘super fans’ and centering content on relevant industry reports, the team achieved 15+ high-value interviews in two days, batching a full year’s content while accelerating deal movement. Topic #3: Measuring and Maximizing Event ROI Beyond Brand Awareness [22:29] The discussion shifts to the trackable business outcomes derived from the popup podcast approach. Rita shares, “They were able to book like really significant follow up meetings and close a couple of, you know, deals because of this activation that if it were not to happen, like they wouldn’t have an easy way to like follow up with these people essentially.” Brandi Starr highlights the benefit of activating both top-funnel and middle-funnel prospects at events, increasing velocity for deals already in the pipeline, and providing actionable methods to improve event ROI for CMOs and CROs. Key Learning If you had to do it all over again, what’s one thing you would do differently? Rita would focus on incorporating public relations from the start to boost exposure—think reaching out to event journalists or organizers ahead of time and making the pop-up podcast an event in itself. Treating the brand like a media entity, she’d look for ways to gamify and engage the audience even more, ensuring content is compelling enough that people want to stop, watch, and share. The Big Win By transforming a traditional event sponsorship into a targeted pop-up podcast activation, Rita Richa enabled Lenovo to batch a full season’s worth of high-quality prospect interviews in just two days, accelerate pipeline engagement with key decision-makers, and directly drive follow-up meetings and deal progression that would not have happened through conventional event tactics. Buzzword Banishment Rita’s buzzword to banish is "just another day in paradise." She dislikes this phrase because it projects a disengaged, apathetic mindset in workplace interactions and can unintentionally define someone’s personal brand as indifferent or uninspired. Rita argues that being real and genuine in responses fosters better human connection and avoids falling into autopilot, noncommittal communication habits. Links: LinkedIn: https://www.linkedin.com/in/ritaricha/details/experience/ Instagram: https://www.instagram.com/_ritaricha/ Facebook: https://www.facebook.com/rita.richa Podcast: https://bippityboppitybiz.com/ YouTube: https://www.youtube.com/@bippityboppitybusiness Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
In this Starr-Led solo episode of Revenue Rehab, Brandi Starr brings a But How perspective to the widespread practice of handing qualified leads from marketing to SDRs and BDRs. Challenging the assumption that sales pressure is the next logical step, Brandi argues that most buyers are actually looking for guidance—not a hard sell—during the critical middle of the funnel. She introduces the vital, often-overlooked role of Marketing Development Reps (MDRs) and offers a blueprint for structuring this function to accelerate revenue. CMOs and CROs will find a compelling case for rethinking funnel strategy to close the costly gap between marketing and sales. Episode Type: Starr-Led Brandi Starr cuts through industry noise with bold, unfiltered insights on revenue growth. These solo episodes challenge outdated advice, debunk myths, and break down industry reports to reveal what really drives results. Expect sharp commentary, data-backed analysis, and actionable strategies to refine your marketing and sales approach. Bullet Points of Key Topics + Chapter Markers: Topic #1: Middle of the Funnel Is the New Battleground [03:31] Brandi spotlights a massive structural gap in the revenue funnel, arguing that 95% of the buying journey now happens before a buyer ever engages with sales. She insists that traditional automation and nurture flows can only take buyers so far—leaving them stuck, overwhelmed, and underserved. Her message is clear: CMOs and CROs must prioritize MoFu strategies and stop letting this “messy middle” bleed potential revenue. Topic #2: Marketing Development Reps (MDRs) are Essential, Not Optional [05:43] Brandi challenges the notion that sales development roles (SDRs/BDRs) can handle the middle-funnel gap, claiming they are “chasing meetings and demos” rather than nurturing. She makes a bold case for MDRs—empathetic, insight-driven professionals who guide engaged but not-yet-ready buyers—arguing that organizations without them are leaving high-value leads to stall. Her advice: pilot or reassign resources now, and build MDR compensation and measurement around MoFu KPIs rather than pipeline quotas. Topic #3: Rethink Buying Committee Support and Buyer Experience [14:54] Brandi exposes how complex sales cycles with large committees need a strategic MoFu resource to guide and enable all stakeholders—not just the lead contact. She advocates for a shift from automation-focused nurturing to human-led support that’s “not pushy, not looking for a quota”—arguing that this trust-driven approach becomes a competitive differentiator. Her test: if your deals are complex and require consultative education, then building this role is overdue. Why Should Revenue Leaders Stop Ignoring This Problem Right Now? Because you’re wasting millions generating leads only to watch 60% vanish into a black hole between marketing and sales. Brandi makes it clear: this isn’t a lead quality issue—it’s a structural gap where overwhelmed buyers stall out, SDRs get misused, and revenue opportunities die in the messy middle. Ignoring it means you’re losing deals not due to weak campaigns, but because nobody is actively guiding buyers through their biggest hurdles before they're ready to talk to sales. What’s the First Action Someone Should Take to Apply This Insight Today? Brandi says: shift your mindset to focus on the middle of the funnel—stop obsessing over top-of-funnel leads or bottom-of-funnel closes, and interrogate what your buyers actually need between those points so you can design support that accelerates their internal decision process. If you’re not prioritizing MoFu strategy, that’s your urgency—start now. Takeaway Brandi challenges revenue leaders to fundamentally rethink the buying journey, pointing out that most of the action—and friction—now happens in the messy middle of the funnel, not at the top or bottom. She urges leaders to shift their mindset away from traditional sales and marketing silos, and start prioritizing buyer enablement and support during that critical middle stage. The key move? Stop neglecting the middle of the funnel—design roles, strategies, and resources specifically to guide buyers through this phase, ensuring you become their go-to partner, not just another vendor pushing a quota. Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Brittany Hansen, a seasoned SaaS executive and marketing leader who believes that most revenue issues aren’t caused by structure or strategy, but by broken internal communication—and she’s ready to prove it. In this episode, Brittany challenges the common industry belief that misalignments can be solved with org charts, OKRs, or new tools, arguing instead that clarity, consistency, and honest feedback loops are what truly drive alignment and results. She unpacks why CMOs and CROs must address communication breakdowns at every level to build trust, avoid costly silos, and deliver on their brand promises. Ready to confront the real root of disruption—or do you think she’s got it wrong? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Alignment Isn’t a Math Problem—It’s a Messaging Problem [04:49] Brittany Hansen asserts that “revenue is like a math problem” is a damaging myth, and pushes back on the idea that public-facing alignment is all that matters. She explains, “when you don't have internal alignment on who you are and what your messaging is, that's reflected to everybody.” Brandi challenges this view by asking why traditional alignment efforts miss the mark, provoking a debate about the centrality of message consistency across all functions. Topic #2: Post-Mortem Meetings Are Non-Negotiable for Sustained Growth [13:24] Brittany fiercely advocates for regular, honest post-mortem meetings and structured feedback loops, countering the “move fast, skip reflection” mindset common in high-growth companies. She emphasizes that without these rituals, “communication is just a bunch of fluff...learning after the fact creates that full circle for any business.” Brandi questions the practicality of these meetings, especially in busy organizations, sparking a conversation about how leaders can operationalize these rituals without falling into over-engineering. Topic #3: Curiosity and Psychological Safety Drive Alignment [25:22] Brittany challenges the assumption that pushback against alignment processes comes from difficult employees, arguing instead that resistance is a critical signal leaders should embrace. She urges executives to “get curious” and make it safe for team members to voice concerns, stating, “so rarely in life is there somebody who is just an anarchist and wants to burn your company down for the sake of watching it burn.” The conversation explores how psychological safety and curiosity—not heavy-handed enforcement—are the real levers for creating alignment and surfacing valuable organizational insights. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “Getting forceful about it and demanding answers.” – Brittany Hansen Why It Fails: Approaching alignment issues with force or by demanding compliance breeds resistance and shuts down open dialogue. This top-down approach discourages honesty, creates fear, and leads to toxic positivity, where real problems remain unaddressed because employees don’t feel safe speaking up. The Smarter Alternative: Instead, leaders should “get curious.” This means making it safe for employees to voice concerns, asking open questions to understand root causes, and fostering a culture where candid feedback is welcomed. By encouraging honest conversations and establishing regular feedback loops, organizations can uncover misalignments and address them collaboratively for lasting improvement. The Most Damaging Myth The Myth: “Revenue is like a math problem. Right. And I think the other is that we are. We are who we display publicly and that's all there is to it.” – Brittany Hansen Why It’s Wrong: According to Brittany, treating revenue purely as a math or structural issue ignores the critical role of internal communication and alignment. When companies focus solely on external appearances or metrics without ensuring everyone internally shares a unified understanding and message, misalignment seeps into every customer interaction. This disconnect is visible to consumers, undermining trust and revealing issues beneath the surface. What Companies Should Do Instead: Leaders must prioritize internal alignment on company identity, messaging, and goals—going beyond surface-level metrics or outward branding. Invest in transparent, consistent communication across all departments to ensure everyone can accurately articulate what the company does and stands for. This unified internal clarity creates trust with customers and eliminates damaging surprises. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Get curious.” – Brittany Hansen Take immediate action by asking questions and seeking to understand where misalignment or communication gaps exist within your organization. What’s one red flag that signals a company has this problem—but might not realize it yet? “There’s so many silos and silent, silent conversations... when nobody’s showing up on Slack and there’s elephants in the room and you can feel it.” Watch for a lack of open communication, silos between teams, and unspoken issues—these often signal deeper alignment problems. What’s the most common mistake people make when trying to fix this? “Getting forceful about it and demanding answers.” Don’t try to mandate alignment through top-down force or pressure. Forcing answers undermines trust and discourages honest communication. What’s the fastest action someone can take today to make progress? “Have a conversation. Ask someone the questions.” Start by deliberately opening a conversation—reach out directly to team members and ask about their understanding, concerns, and viewpoints right now. Immediate Takeaway for Revenue Leaders: Foster curiosity, break silos with direct dialogue, avoid a forceful approach, and take fast action by simply starting honest conversations—these are the first steps to resolving alignment and communication issues within your revenue organization. Buzzword Banishment Brittany’s buzzword to banish is "viral." She dislikes this term because while everyone wants to go viral for exposure, they rarely consider whether their message is reaching the right audience or whether it authentically represents their brand. Brittany argues that virality does not guarantee meaningful impact and that brands should focus on niche relevance and knowing their audience, rather than chasing unpredictable, hollow visibility. Links: LinkedIn: https://www.linkedin.com/in/brittany-a-hansen/ Website: Viiision.com Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Karthi Ratnam, a category design expert who believes that creating movements, not just products, is the key to market success—and she’s ready to prove it. In this episode, they challenge the notion that category creation is prohibitively expensive and slow, arguing instead that a bold vision and leadership can redefine industries and drive exponential growth. From debunking myths to offering strategic insights, Karthi lays out her case for why revenue leaders need to rethink their approach to category design before it’s too late. Do they have it right, or will you change their mind? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Challenging the High Cost Myth of Category Design [04:24] Karthi Ratnam challenges the belief that it's prohibitively expensive to create a new category, labeling this a myth that holds companies back. She argues that the real barrier is not financial but rather a lack of vision and willingness to take risks, comparing it to wanting to go to heaven without the willingness to take necessary steps. Brandi Starr highlights the comfort companies feel with established practices, leading to a discussion on the necessity of disrupting the status quo to lead a market. Topic #2: Building a Movement vs. Building a Brand [09:24] Karthi Ratnam differentiates between building a movement and a brand, using historical movements as analogies for category creation. She suggests that movement builders prioritize the category and problem over the brand, highlighting Apple's journey as an example. This challenges traditional marketing practices, prompting Brandi to ask how this approach applies to companies that aren't inherently personal, especially in B2B markets. Topic #3: The Role of a Charismatic Founder in Movement Building [13:39] Karthi Ratnam emphasizes that successful category creation hinges on a dynamic and charismatic founder who can rally support beyond conventional marketing. The discussion challenges the notion that any company can build a movement, with Karthi arguing that not everyone should attempt category creation. Brandi questions how this applies in larger organizations where the personality of a single leader might not be the focal point, emphasizing the balance between idealism and operational effectiveness. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “So the wrong way to do it right, is to be very myopic about it, to think extremely short term in that, to assume that A, because you're creating a category, you're going to win, like really, really fast, you're going to see wins, but that exponential growth takes a little bit of time.” – Karthi Ratnam Why It Fails: This approach fails because creating a category is not about quick wins; it involves longer-term vision and effort. Companies that expect immediate results may become discouraged when they don't materialize, which can lead to abandoning the initiative prematurely. It's about more than just investment—it's about having the vision and courage to disrupt existing norms. The Smarter Alternative: Companies should recognize that while they can see wins along the way, the journey to category dominance involves gradual exponential growth. Leaders must commit to a long-term vision, focusing on truly disruptive innovation rather than just financial considerations. Embrace the risk of the unknown and be prepared to weather the challenges along the path to establishing a new category. The Most Damaging Myth The Myth: “The biggest myth is that it's super expensive to create a category, and it's really hard to have it realize potential in the short and medium term.” – Karthi Ratnam Why It’s Wrong: Companies often hide behind the belief that financial constraints are their main barrier to category creation when, in fact, it is the lack of vision and willingness to take risks that truly hold them back. This myth causes organizations to remain static, instead of embracing disruptive opportunities that could redefine their market position. What Companies Should Do Instead: Focus on a strong vision and have the courage to disrupt the status quo. Companies should prioritize innovative thinking and be willing to navigate the uncertainties of creating new categories to lead movements that matter. The Rapid-Fire Round Finish this sentence: If your company is trying to create a category, the first thing you should do is _ "Have the founders start evangelizing your point of view." – Karthi Ratnam What’s one red flag that signals a company has a category problem—but might not realize it yet? "Lack of alignment on the point of view." What’s the most common mistake people make when trying to fix this? "Becoming emotional." What’s the fastest action someone can take today to make progress? "Take the first step." Buzzword Banishment Karthi's buzzword to banish is "revenue marketer." She dislikes this term because she believes all marketing should inherently be in service of revenue, making the distinction unnecessary. Karthi argues that separating "revenue marketers" from other marketers suggests a false divide, diminishing the contributions of brand marketers who also aim to drive revenue. Links: LinkedIn: https://www.linkedin.com/in/karthiratnam/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandi Starr is joined by Steve Nolan, a high-energy executive with a knack for scaling businesses and driving strategic revenue growth, who believes focusing solely on new client acquisition is a costly mistake—and he’s ready to prove it. In this episode, they challenge the obsession with acquiring new logos, arguing that prioritizing customer success and retention strategies is the true pathway to sustainable growth. From debunking myths to sharing actionable insights, Steve Nolan makes the case for why revenue leaders need to realign their focus towards leveraging existing customer relationships before it's too late. Do they have it right, or will you change their mind? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won’t hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: The Overlooked Potential of Customer Success [05:58] Steve Nolan argues that focusing predominantly on new customer acquisition at the expense of supporting and expanding current customer relationships is detrimental to revenue growth. He emphasizes that companies often ignore the value of the customer success team, which he describes as "maintaining, retaining, and growing your existing customer base," and suggests greater integration among marketing, sales, and customer success. Brandi Starr concurs, highlighting the importance of customer knowledge in understanding market needs. Topic #2: The Real Cost of Customer Churn [08:54] Nolan challenges the conventional practice of sales teams chasing new deals while ignoring existing client relationships, which results in hidden reputational damage and revenue loss. He stresses that companies fail to recognize that "the cost of a lost customer" is more than just lost revenue—it's also about reputation. Brandi adds that negative experiences can seriously hamper new business acquisition when negative customer experiences circulate in professional networks. Topic #3: Misaligned Sales Compensation Structures [24:10] Nolan points out that traditional sales compensation structures often encourage behavior that undermines company stability. He argues that aligning compensation more with customer-centric practices can motivate sales teams to cultivate longer-term client relationships rather than chasing quick wins. Brandi acknowledges that changing comp structures is challenging but necessary to ensure cohesive strategies that benefit the entire organization. The Wrong Approach vs. Smarter Alternative The Wrong Approach: “Hiring a lot of salespeople and buying more leads.” – Steve Nolan Why It Fails: Simply increasing headcount and lead volume doesn’t guarantee stable and scalable revenue growth. This approach overlooks internal factors inhibiting success, such as misalignment among sales, marketing, and customer success teams, and can result in high churn rates when leads are not effectively managed or converted into lasting relationships. The Smarter Alternative: Companies should focus on aligning their sales, marketing, and customer success teams to work strategically together. By understanding and optimizing the customer journey, training teams, and utilizing data to drive decisions, businesses can enhance customer retention and upsell opportunities, ensuring sustainable growth. The Most Damaging Myth The Myth: “Companies automatically go to head count. Well, we need to grow by 20%, so let's just hire more people instead of looking at what's keeping those existing people from being more successful and." – Steve Nolan Why It’s Wrong: Many companies misunderstand that simply hiring more salespeople and increasing marketing leads can grow revenue. This approach overlooks the inefficiencies within the current sales force and marketing strategies that could be optimized to improve performance without additional headcount. It fails to address the root causes of underperformance and misalignment between sales and customer success teams, ultimately leading to wasted resources and missed opportunities. What Companies Should Do Instead: Companies should focus on enhancing the effectiveness and training of their existing teams, especially in aligning marketing, sales, and customer success. By improving processes and finding friction points in the revenue flow, businesses can achieve meaningful growth without merely expanding headcount. Emphasizing cross-functional collaboration and strategic customer engagement can unleash the potential of the existing workforce and resources. Rapid Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ “Get the leaders of each of the revenue teams in a room and diagnose this and set a policy around it.” What’s one red flag that signals a company has this problem—but might not realize it yet? “A consistently growing pipeline, but declining revenue.” What’s the most common mistake people make when trying to fix this? “Hiring more salespeople and buying more leads.” What’s the fastest action someone can take today to make progress? “Map your revenue flow from lead to renewal and find the biggest friction points.” Buzzword Banishment Steve’s buzzword to banish is "time boxing." He dislikes this term because he feels the English language already provides simpler ways to convey the concept, such as sticking to an agenda or ensuring discussions don't go too deep. Steve is frustrated by its overuse in meetings and hopes for its quick disappearance. Links: LinkedIn: https://www.linkedin.com/in/nolansteven Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
This week on Revenue Rehab, Brandy Starr is joined by Jamie Walsh, a seasoned expert in go-to-market strategies with over 10 years in B2B SaaS. Together, they break down how a company overcame the entrenched challenge of sales and marketing misalignment, turning a reactive and fractured go-to-market approach into a proactive, revenue-aligned engine. They discuss Jamie's strategic use of empathy and targeted alignment with top sales performers, sharing real-world insights on achieving cohesive team operations and driving significant revenue growth. If you’re looking to enhance alignment and efficiency in your sales and marketing teams, this episode is for you. Episode Type: Case Study Revenue leaders who’ve been in the trenches share how they tackled real challenges—what worked, what didn’t, and what you can apply to your own strategy. These episodes go beyond theory, breaking down real-world implementation stories with concrete examples, step-by-step insights, and measurable outcomes. Bullet Points of Key Topics + Chapter Markers: Topic #1: Overcoming Sales and Marketing Misalignment [00:00:35] Brandy Starr introduces sales and marketing misalignment as a costly challenge resulting in inefficiency. Jamie Walsh recounts his experience with siloed teams and how he built a proactive revenue-aligned machine. The discussion emphasizes the importance of co-owning success and consistent messaging to avoid expensive pitfalls. Topic #2: Leading Through Empathetic Leadership [00:08:55] Jamie Walsh shares how his unique background in various roles within the company enabled him to lead with empathy. By understanding different team motivations, he fostered trust and credibility, essential for aligning sales and marketing. His approach included open conversations and understanding, which helped bridge the gaps between departments. Topic #3: Strategic Competitive Enablement [00:22:34] Jamie Walsh discusses the introduction of a competitive enablement program that targeted top competitors. He highlights how focusing on the top five competitors led to significant wins, including closing the largest deal in company history. This strategic decision showcases the impact of prioritizing resources and aligning efforts for maximum competitive advantage. The Big Win Through strategic deal support and competitive enablement, Jamie Walsh helped his company close the largest deal in its history, demonstrating the power of proactive sales and marketing alignment. Key Learning If you were talking to someone with the same challenge that you were before solving this, what's the first thing you'd tell them? Jamie emphasized the importance of having clarity on objectives right from the start. He advised identifying the biggest problems that need tackling within a short time frame, like 90 days, to make a noticeable impact. Building a plan that focuses on efficiency and alignment with clear goals ensures meaningful progress. Buzzword Banishment Jamie’s buzzword to banish is "optimize." He dislikes this term because it is overused and implies that the opposite would be to degrade, which doesn't make much sense. Jamie believes that the constant use of "optimize" doesn't add value, as it's a given that everyone wants things to work at their best. Links: LinkedIn: https://www.linkedin.com/in/jamiepwalsh/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts , Spotify , Google Podcasts , Amazon Music , or iHeart Radio and find more episodes on our website RevenueRehab.live…
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