Podcasts about Cros

In this episode, Amanda Brummitt sits down with Sury Gupta, co-founder and CTO of TrialIQ, to talk about bringing clinical research directly to the point of care. Sury shares how TrialIQ acts as an "enablement layer" that helps community practices and infusion centers become trial-ready sites by automating trial matching, patient identification, site readiness, and physician education. We dig into TrialIQ's new integration with WeInfuse, and how it opens a new service line for infusion providers without disrupting their existing clinical operations. Sury explains how it works in plain terms: the customer success team builds a site profile of each center, an AI system matches the patient population and the center's capabilities to active trials, and opportunities surface in a trial discovery dashboard showing the trial, sponsor, financials, and patient counts. Nothing moves without the practice's opt-in, and patient data never leaves the platform. The integration also works in reverse, connecting trial patients to nearby infusion centers that have the right capabilities. A few highlights from the conversation: Why infusion centers are one of the most underutilized and obvious places for clinical research, despite having skilled staff, the right infrastructure, and motivated patients. How the platform helps match patients with rare conditions to trials that would be nearly impossible to find manually. Why the platform is free to infusion centers: sponsors and CROs cover the cost, and participation can open a new service line for centers. What onboarding looks like, including a business associate agreement, a one-click data integration with WeInfuse, and a target turnaround of just a couple of weeks. Whether you're curious about clinical research or ready to add it as a service line, this conversation is a great place to start. If you'd like to learn more about becoming a trial-ready site, reach out to the TrialIQ team at info@trialiq.ai.

I used to think a great ERM program just meant strict discipline. Now I know the best CROs have an ERM playbook with multiple sets of plays and sometimes they are calling audibles, changing the ERM play at the last moment.  Most companies run their business using a single ERM playbook—until a crisis hits. Today we address 6 distinct "time zones" and explain how you actually need different playbooks for each. 

Most people think revenue leadership begins after product-market fit. Rob Witmer joined Onyx Security before there was a finished product, before the company emerged from stealth, and before the market fully understood the problem they were solving.In this episode, Rob shares what revenue leadership looks like when you're employee number 11 and the first go-to-market hire. We unpack how he approached the first 30, 60, and 90 days, why experienced sales leaders can create leverage long before a company reaches its first million dollars in revenue, and how close alignment between product and go-to-market execution accelerated Onyx's growth.Rob explains how the team validated market demand for AI-agent security, how they handled customer objections when the category was still emerging, and why transparency became a competitive advantage when selling as an early-stage company. He also shares the characteristics he looks for when hiring early-stage sellers, why recruiting is one of the most important responsibilities in revenue leadership, and how speed and low-friction execution became core principles inside Onyx.The conversation also explores the realities of scaling a cybersecurity company in a rapidly changing market, the influence of Israeli startup culture on execution speed, and why outcomes matter more than features when communicating value to customers.The Cyber Go-To-Market Talk is the show for cybersecurity sales leaders, founders, CROs, and go-to-market operators looking to improve cyber sales performance and build more predictable revenue growth. Hosted by Andrew Monaghan, founder of Unstoppable.do, covering cyber sales leadership, revenue leadership, sales onboarding, forecasting, pipeline generation, and cybersecurity go-to-market execution.About the guest: Rob Witmer is in his 26th year in software, roughly 20 of them as an individual contributor before moving into leadership. He was Onyx Security's first go-to-market hire, joining as employee 11 while the company was still in stealth.Notable quotes:"I was the first BDR, the first sales rep, the first operations guy, I was the first product manager.""Microsoft did more for AI agents than anyone else out there.""We want to be known as the easiest company to do business with."Chapters (approx.):00:00 — Joining Onyx as employee 1103:31 — Why early CISO reactions were humbling07:07 — How Microsoft flipped the agent market16:33 — Why hire an experienced sales leader this early22:44 — The three traits to look for28:49 — Differentiating in the noisiest market35:14 — Tim Youngblood and the people process Support the showThe Cyber Go-To-Market Talk is the show for cybersecurity sales leaders, founders, CROs, and go-to-market operators looking to improve cyber sales performance and build more predictable revenue growth. Hosted by Andrew Monaghan, founder of Unstoppable.do, covering cyber sales leadership, revenue leadership, sales onboarding, forecasting, pipeline generation, and cybersecurity go-to-market execution.Follow me on LinkedIn for regular posts about growing your cybersecurity startupWant to grow your revenue faster? Check out my cybersecurity sales consulting and trainingNeed ideas about how to grow your pipeline? Sign up for my newsletter.

Description The Future of Tech is Here. Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ In this presentation from Ultimate Partner Live, industry analyst Jay McBain breaks down the monumental macroeconomic shifts rewriting the tech sector in 2026. https://youtu.be/r0qTDyw97Gs As the industry rapidly approaches a $6.07 trillion valuation, driven by massive AI infrastructure investments from Sam Altman and the “Magnificent Seven,” traditional sales and channel models are fundamentally collapsing. McBain reveals how buyer demographics have transformed to an integration-first millennial base, why marketplace ecosystems now command over half of all partner-funded deals, and how a tiny elite of just 1,000 tech service providers control two-thirds of global tech revenue. Learn the exact mechanics behind how Microsoft out-partnered AWS to win 26 straight quarters of dominant growth and how your business can deploy an algorithmic early warning system to capture massive wallet share before competitors even step into the boardroom. Key Takeaways Over half of the Fortune 500 companies vanish every 20 years because their leadership fails to anticipate macroeconomic technological cycles. The true opportunity in the $6.5 trillion AI boom lies not in single vendor products, but in the hardware, software, services, and telecom ecosystem surrounding them. Indirect tech sales are undergoing a structural shift toward direct cloud hyperscaler models driven heavily by Nvidia's core infrastructure client base. Modern business deals are won or lost months before the point of sale based on the average of 6.3 partners surrounding a customer’s environment. Over 51% of tech buyers are now millennials who prioritize software integration capabilities and digital marketplaces over traditional human sales interactions. Tech service economics are pivoting aggressively away from upfront margins toward point-based multi-partner funding across subscription cycles. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags Nvidia AI buildout, $7 trillion AI opportunity, cloud ecosystem decade, Microsoft vs AWS growth, multi-partner cloud deals, digital marketplace migration, millennial B2B buyers, B2B tech subscription economics, tokenized micro consumption, tech services wallet share, hybrid cloud infrastructure, 28 customer moments, IT services industry growth, telecom spend breakdown, channel chief strategy, managed service providers MSP, global systems integrators GSI, software integration first, point-based vendor incentives, automated co-selling workflows Transcript JAY McBAIN AUDIO PODCAST [00:00:00] Jay McBain: So to go back to that story about the 53% of companies who are gonna fail, one of us is gonna be asked to write the book, but chapter one is always you Blame the CEO. [00:00:13] Vince Menzione: We just came back from Ultimate Partner live in Bellevue, Washington, where we hosted incredible leaders for two amazing days. Come join us for this next session where we explore the tectonic shifts we’ve all been seeing. With that, I am incredibly blessed to invite a friend of mine to the stage. I have a quick little side note, like I found an old LinkedIn post from this gentleman from like many years ago, like 20 years ago. [00:00:39] Vince Menzione: And I wasn’t really that nice to you on that LinkedIn post. Like, oh, like this is before Jay became the Jay, that we all know Jay to be j. But he was in the space and I was at Microsoft doing something and he reached out about something. It was kind of rude, Jay. I was like, oh my gosh. I can’t believe. But Jay has been a great friend. [00:00:54] Vince Menzione: When we started the podcast back up, uh, during COVID we started doing podcasts together. When we moved to the studio, Jay was the first person in the studio. He’s always got a spot, uh, at our events. He’s s Spot Art, and, and he’s a great friend and supporter of Ultimate Partner Jay McBain. For those of you who don’t know him, Jay, welcome. [00:01:13] Vince Menzione: Thank you, sir. [00:01:22] Jay McBain: 31 days ago, we landed Artemis two. The furthest humans have ever been away from the planet Earth 57 years ago. We landed on the moon in the 56 years. Between those two moments, the tech industry has been the fastest growing industry in the world. Every single year we moved from the space race to the technology race, and we’re just getting started. [00:01:46] Jay McBain: If you’re old enough, you’ll recognize the mainframe and mini era for 20 years. You’ll recognize a young disheveled Bill Gates showing up in Boca Raton, Florida for, uh, August the 12th, 1981 launch, where Bill thought that every one of us would’ve a PC in our home, and IBM thought they were gonna sell 10,000 of them to hobbyists. [00:02:12] Jay McBain: 1999, a small startup from an executive who just left Oracle in San Francisco named Mark Benioff. A couple of years later, Jeff Bezos went into a boardroom and said, listen, we’ve spent a lot of money building infrastructure to our busiest day, Christmas, black Friday. You’re telling me this stuff sits idle 10 or 20% for the rest of the year. [00:02:35] Jay McBain: Why don’t we rent that out to others? Got laughed outta that boardroom and then got made of fun of on magazine covers. Maybe you should just tend the store, let the adults talk about technology. In March of 2023, our neighbors, our friends, our family saw DeepFakes. They saw poetry, they saw music, and they came to us as tech people and said, did we just light up Skynet? [00:03:03] Jay McBain: Now every one of these 20 year eras, this is the Taylor Swift version of our industry. Every single one of these eras triggers the fastest growing product in history. Today it’s actually Chacha bt first to a billion users. It triggers a new, richest person in the world, bill Gates, to Jeff Bezos. Now, Elon Musk is the first to sign a trillion dollar pay package, and it’s not for car. [00:03:27] Jay McBain: It’s not for cars. It also triggers a most valuable company in the world change. And today that’s nvidia. These are monumental changes in our industry and they’re monumental changes in partnering every single time. And it also links to our customers. If you take a 20 year view of business, one era, and, and think about the AI era, you know, at the start of it here, if you’re to grab the Fortune 500 magazine from 20 years ago and start to flip through it, 53% of the companies in there no longer exist. [00:04:06] Jay McBain: Every 20 year cycle, we lose over half of the biggest companies in the world. These are the companies that have very deep pockets to buy their way outta problems. If you’re not in the Fortune 571% of tech companies don’t make it 10 years. These are the changes that cost industries. There are changes that cost really big companies and the decisions we make, the trends we’re in right now, in 2026 will be written about in the future. [00:04:39] Jay McBain: This new era, a lot of big numbers being thrown around. Vince’s best friend talk about a six and a half trillion dollar AI opportunity, but it’s not Microsoft’s tam. Microsoft is chasing about a trillion dollars of this. And the ecosystem, the hardware, the software, the services, the telecom is gonna make up the rest. [00:05:04] Jay McBain: It is an ecosystem. Every time these big numbers are thrown, the word ecosystem is always thrown around it. Not to be outdone, Sam Altman’s talking about a $7 trillion build out. The world economy this year, the world GDP will be 126. These are material numbers to world GDP, but even better, they’re both larger than our entire industry is today. [00:05:27] Jay McBain: So what took 56 years of the fastest growing industry this year will be $6.07 trillion. Big numbers, but it’s easier to think about it in terms of a dollar that our customers spend in that dollar. They’re gonna spend 25 cents on hardware. They’re gonna spend 25 cents on software. So for anyone that read the memo 15 years ago, that software’s gonna eat the world, there’s still a dollar a hardware to run every dollar of that software. [00:05:57] Jay McBain: And whether you’re thinking humanoid robots or whichever future you’re envisioning, there’s going to be a dollar of hardware to run every dollar of software for the next 20 years. There’s over 25 cents now in IT services, and in many cases, these services are growing faster than the product categories and just under 25 cents in telecom, that’s how it breaks out today. [00:06:19] Jay McBain: And this industry, which took 56 years to get to this point, is gonna double in size in the next three to five years. We already have two and a half trillion of that seven raised and being spent. Part of the reason Nvidia is the most valuable company in the world. Now our industry, uh, you talk about ultimate partnerships. [00:06:40] Jay McBain: Our industry traditionally, and world trade by the way, is 75% indirect. The dealerships, the agencies, the brokers, the resellers, the retailers, the franchisees, the gas stations, the grocery stores, the pharmacies, all 27 industries sell indirect. You gotta think back the last time you bought something direct. [00:07:01] Jay McBain: Well, I bought a Dell from that dude in the nineties. Cool. Well, Dell Technologies is now 60% indirect. Well, I bought insurance. Direct is 15 minutes. Could save me 15%. Well, Geico last year sold more insurance through agencies and brokers than they did direct. This is the world now. We used to be 75% indirect four years ago. [00:07:26] Jay McBain: Then it went to 73.2, then it went to 70.1 and it then it went to 66.7. By the way, marketplace is in these numbers indirect. It’s not marketplace causing this change. It’s one company, Nvidia. Nvidia has seven customers. The magnificent seven, uh, half of them are in the room right now that every morning we wake up to a hundred billion dollars press release about this $7 trillion buildout. [00:07:56] Jay McBain: What’s interesting is indirect sales in our industry is growing by revenue. It increases every year, just not at the pace that this AI build out is happening direct with seven companies. But the reason we’re all here, and I think the core reason that Vince is building this community is this, you know, Microsoft forever has measured and been very vocal. [00:08:21] Jay McBain: About 96% of their deals have partners in them. Kind of who cares, who collects the money. We care about the moments, the 28 moments before the customer makes a purchase. We care about every 30 days forever, because two thirds of our industry, over $4 trillion now is subscription consumption based. Winning a customer today is only winning the first 30 days. [00:08:46] Jay McBain: We care about this cycle. We care about who surrounds our customer. So six years ago, I stood on a big stage and said, you know, we went through a decade of sales. You know, in 1999, you thought you were born to be a salesperson. You’re managing your territory with your gut. Well, a few years later, you were introduced to the science of selling. [00:09:07] Jay McBain: You know, 10 years later you thought as a marketer, you sit around a cocktail party joking with your friends, 50% of my marketing dollars are wasted. I just don’t know which 50%. Really funny. In 2009 until every 58-year-old CMO got replaced by a 38-year-old growth hacker. Coming in with Marketo and Eloqua and Pardot and HubSpot, and 15,505 as of yesterday, MarTech and iTech tools, ninjas in marketing, they wouldn’t let a nickel go through without measuring. [00:09:43] Jay McBain: Now we understand 96% of deals and partners that surround it. No deal is gonna be won or lost in this era without partnering effectively. So we had to have this decade of the ecosystem. One of the ways we’re tracking is by outsiders. You know, Salesforce every year publishes the state of sales and they’ve got, you know, the number one CRM in the world. [00:10:05] Jay McBain: So they get to go talk to all the CROs, all the salespeople in the world. And as of this year, a couple months ago, 94% of every salesperson in every industry in the world uses partners every single day. You wanna see what this number was six years ago. Also, 89% of salespeople around the world don’t think they’re going to club this year without partners. [00:10:29] Jay McBain: So this is a big moment for us, halfway through the decade ecosystem, but we’re only halfway through. We’re starting to understand now at a more granular level. What partnering means. It’s not theory, it’s not flywheels. It’s not really cute. McKinsey slides that we keep showing to our board saying how important partnering is. [00:10:51] Jay McBain: We’re trying to get to the very specific level of the 6.3 partners on average that surround the deal and what they’re doing. How their business model works, and that’s average if I’m working on a public sector deal. I was at a Red Hat conference yesterday talking sovereignty. If I’m in an enterprise or a large public sector deal, it’s north of 10 partners in the deal. [00:11:15] Jay McBain: So we’re starting to understand what used to be this, this, you know, you’ve been the fastest growing industry for 56 straight years. Every single professional services person in every industry has come in to join the fund. Over 90% of accountants are tech services firms. Over 90% of marketing agencies are tech services agencies. [00:11:36] Jay McBain: All of this 250,000 software companies, a million emerging comp tech companies, the half a million VAR that have been in that traditional channel. The managed service providers, all of these 20 different partner types, millions of companies, tens of millions of people competing for 6.3 spots. Around the customer. [00:11:58] Jay McBain: That’s it. Luckily, there’s 141 million global customers to compete for. There’s, there’s some open slots that you can go find, and that’s the point. Our industry never had our own Fortune 500. We always talk to, you know, these partners and GSIs are doing this and SI are doing that. And we never really had a view of capability and capacity or what our own TAM was inside of that partnering. [00:12:25] Jay McBain: And so we set out and we would’ve loved, you know, chat GPT or Gemini or Claude or any of those tools to do this. But there’s one problem in partnering with AI is that it doesn’t know one partner from the next. There’s a big digital sameness problem in our industry that every single partner, whether it’s Larry in the White van or Accenture, with 786,000 employees all say they do all things to all people all the time. [00:12:53] Jay McBain: 98% of them, 99% of them are private companies that don’t share their p and l. You can’t go into Microsoft’s LinkedIn system and find out how many employees, ’cause it’s a block system, it AI can’t see into it. So it just sees, and it’s a great pattern matching. Google, SEO can’t figure out who’s who, nor today can the large language models. [00:13:14] Jay McBain: ’cause all the things they’re trying to match, the transformers are trying to match. It all looks the same. Every tweet, every ebook, every website, every digital history looks the same. So this took us thousands of people hours across two years to do, to dig into every p and l to dig into every dollar of what they’re doing. [00:13:33] Jay McBain: But what was interesting is only a thousand partners in our industry do two thirds of all tech services. When you get into enterprise, it goes up to 80 to 90%. The partners in the middle, in Blue do more tech services. The 30 of them than the 970 partners in white on the outside, the 970 partners in White do more tech services than the next million combined. [00:14:03] Jay McBain: This is our industry in a nutshell. Every time we talk to a a vendor, every time we talk to a partner, every time we talk to a distributor, we’re now talking names, faces, and places. You you wanna talk sovereignty. Yesterday in Atlanta, 90% of sovereign conversations in public sector in the globe is handled by these companies here. [00:14:26] Jay McBain: Forget about how much you do with these partners today. You wanna chase the next column, which is the wallet share. And I was a channel chief for 17 years. I get the weekly report and I see a million dollar partner, another million dollar partner, sorted top to bottom. You don’t know which partners which, which of those million dollar partners is doing 1.2 million in your category. [00:14:46] Jay McBain: They deserve a baseball cap and a front row seat at your event as an MVP. The next partner right next to them is doing 10 million in your category. They’re only doing a million with you. ’cause customers are pulling them into it. Nine times outta 10. They’re leading with your competitor. So I don’t want that list anymore. [00:15:03] Jay McBain: I want the new list, which is showing me those $9 million opportunities. And I as a board member, as A CEO, as a CFO, as a CRO, I wanna see this list. And then I want to talk people, processes, programs, technology. What are we gonna do to go get our fair share of that 9 million? Where’s our lowest hanging fruit? [00:15:24] Jay McBain: How do we double our pipeline? How do we double the size of our company in three years? It’s all right here. Let’s have very specific conversations and move away from flywheels and move around from force multipliers and and things like that in partnering. Let’s figure out how this partner community is surrounded. [00:15:45] Jay McBain: What do 10 million people who have to be smart in front of their customers every single day, what do they read? Where do they go and who do they follow? It’s the law of a few. This is the old Malcolm Gladwell of tipping point 10 million people in the broader channel. A hundred percent of our TAM comes down to only a thousand watering holes. [00:16:08] Jay McBain: 12% of that entire audience. Doesn’t sound like a lot, but it’s over A million. People love podcasts. Number one way they learn the Joe Rogan effect. In our industry, there’s 121 podcasts. These are all public lists. You can go get on my LinkedIn newsletter on canals, oia. But there’s 121 podcasts that drive him forward. [00:16:28] Jay McBain: Really high up on that list, actually number one on the list is ultimate partner, Vince. That’s how I met. ’cause I asked people, 10 million people, you love this. You walk your dog, you drive to work, you listen to podcasts. I’m not the biggest podcast fan. It’s not number one on my list, but it’s number one on theirs. [00:16:44] Jay McBain: They say, you know, you gotta meet this guy, Vince. It’s unbelievable how great these podcasts are. They’re ultimate. [00:16:54] Jay McBain: Then I talked to Vince and said, but Vince, you know, 35% of your community, the 10 million people love to come to events like this one. The hallway conversations, the hotel lobby bar last night. This is what we love to do, especially post pandemic. It’s the number one way we learn. We learn from our peers, we learn from those around us, and, and the learn from the conversations we have here. [00:17:17] Jay McBain: We always remember these moments, you know, years and years later. There’s 352 choices. I’m going to five of them this week in five different cities. It’s a lot of coverage, but again, it’s a tighter li list of how people work. The magazine lists 106 of them associations like Conter. Now the GTIA peer groups, there’s 15 different spheres of influence, but only a thousand places. [00:17:43] Jay McBain: I could walk you through billionaire, after billionaire, after billionaire in this industry and show you how they did this. How did Arne Bellini at ConnectWise? How did Austin McCord at Datto, how did Nerdio become a unicorn? How did threat locker and huntress move away from 6,500 cyber companies and become unicorns over and over and over again? [00:18:05] Jay McBain: It’s only one slide. Unicorns and billionaires are made here, and a lot of people don’t get it. So walking away from Bellevue, a thousand partners, top down, a thousand watering holes, bottoms up. You’ve covered a hundred percent of your tam. You do it better than 10% of your competitor, 10% better than your competitors. [00:18:27] Jay McBain: You win. You carry that on your resume into the next company. You get a bigger job at a bigger pay scale. Let’s just walk through some examples. Cyber 91.7% of it goes through the channel. Huge channel audience. You know, if you’re in MarTech, it’s only 10%, but this one happens to be all channel, but that’s not the story. [00:18:48] Jay McBain: For every dollar that the 6,500 cyber companies are trying to close, there’s $2 in services. Plot twist, the products are grown at 11, the services are grown at 12.6. Your partners are growing faster than you are, and they will continue to for the next, at least five years, probably 10. So when I’m here, five years from now, you’ll hear in me talk about a three to one split in cyber and then a four to one split in cyber. [00:19:18] Jay McBain: Now, when we’re in Miami a couple days ago is CrowdStrike, they’re talking about a $7 and 5 cent multiplier, chasing that two to one up higher. You look at managed services. Here’s a fun story. Managed services. 82% of customers who are man, uh, outsourcing more this year than last year. 650 billion in size. [00:19:38] Jay McBain: This is bigger than the entire SaaS industry. Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot, 250,000. Others. This is bigger. It’s also bigger than all the Hyperscalers combined, not just AWS, Microsoft and Google, but Alibaba and Oracle and everybody down the list. This is a massive market also growing at double digits. [00:19:59] Jay McBain: So these are some big things and obviously we’re watching, you know, week in and week out, quarter in, quarter out, the Battle of Software and Battle of the Hyperscalers and things like that, and who’s growing at what pace and, and how partnering is connecting to all of this. You know, we watched a moment really early in the pandemic where Microsoft started growing faster than AWS and they haven’t stopped since 26 straight quarters. [00:20:27] Jay McBain: And you ask customers and say, you know, does Microsoft have a better product? And in most cases they say no. You know, AWS had a five year head start. Well, did they have a better price? Well, no, actually most cases Microsoft’s more expensive. Well, did did they have better promotion? Was their Super Bowl ad better? [00:20:44] Jay McBain: No, they’re both kind of crap. So you kind of ask the questions of what’s the only difference that could create growth above the leader in the market? Well, it’s place. More of the 6.3 partners are walking into those keyboard room meetings and drawing clouds up on the wall and labeling the Microsoft than they are AWS. [00:21:03] Jay McBain: Very simple. It’s never been about product. The best product in our industry has never won. And now the best way forward is that partnering moment, and this is the moment. So to go back to that story about the 53% of companies who are gonna fail, one of us is gonna be asked to write the book. And it could be the book like Kodak, they invented the product that ended up killing them. [00:21:26] Jay McBain: And it’s a woe is me story, but chapter one is always you blame the CEO. How could they not see those trends happening in 2026? How could they, you know, were they blind? Were they stuck in their own, you know, innovation chamber? Innovator’s dilemma, were they stuck in their own boardrooms? Why couldn’t they see? [00:21:46] Jay McBain: Well, chapter two, you, you blame the board. They have fiduciary responsibility, outsider view, and how could they not see it? But really, this is the future right here. If you take this slide and apply it 10 or 20 years from now to every failure and every success, these are the chapters of the book. Your buyer is now a millennial. [00:22:05] Jay McBain: As of last year, the 51% of our market is bought by people born after 1982. Different psychology, different behavior, different journey, different criteria, their integration. First buyers. The buy a product, 80% as good as the next one. If it works better in their environment. 94% of people won’t buy a car unless it has CarPlay or Android Auto. [00:22:26] Jay McBain: New Buyer. You have to be more integrated than your competitors. That’s a partnering story. The 6.3 partners. If you heard cyber, you need some great channel partnerships, but you need the other 5.3 partners as well, the consultants, the advisors, the designers, the architects, the implementers, the integrators, the manner service, all of the other partners. [00:22:44] Jay McBain: You need to know more of them than your competitors do, and have them label clouds with your name in them. You need better alliances. Even if you compete, you only compete in the morning. You’re best friends by the afternoon. You have to be tight with the hyperscalers, tight, with the big SaaS platforms, tight with cyber, tight with distribution, there are layers, seven layers to every deal. [00:23:04] Jay McBain: You gotta be tight in and have better alliances than your competitors. And then it all comes to the 28 moments, which I’m gonna end on, but the go to market of all of this, the co-selling, co-marketing, co-innovation, co-development, co keeping. This is it. Your product has to be good enough that somebody’s gonna renew it. [00:23:21] Jay McBain: Your Super Bowl has to be, you know, ad has to be good enough that people don’t, you know, shame you on social media. Your pricing has to be somewhere in a country mile of the bell curve of what the customer wants to pay. But successor failure is just here and platforms are synonymous with partnering. [00:23:40] Jay McBain: It’s our role now in the decade of the ecosystem to drive our companies forward. Marketplace. It’s probably the most predict, you know, great prediction we ever made. You know, growing at 82% compounded, it’s hard to predict ’cause it doubles almost every year. We were almost exact to the decimal point. Five years later now till 2030, we’re watching a second story, which is more interesting. [00:24:02] Jay McBain: If 96% of all deals have partners inside of them and there’s private offers and multi-partner offers and distributor sellers record all these funding mechanisms or services as a product. As of last week, over 50% of all deals in marketplaces now have partner funding. It means that while money changes hands differently, the respect and the recognition of what partners do is in the deal. [00:24:26] Jay McBain: We think that’s going to 59, but at some point, that’s gonna have to hit 96. ’cause to run the best programs, whether it’s an indirect sale, whether it’s a direct sale, whether it’s a marketplace deal, it doesn’t matter how money changes hands. What matters is we recognize the 6.3 partners. They’re not only making the deal happen bigger and faster, but renewing and enriching that every 30 days forever. [00:24:48] Jay McBain: When we watch, you know, billion dollar clubs and when we read all the press releases and all the hubbub about how fast this is growing and who, which companies are behind all this. When I’m quoted in some of these press releases, it’s because of this. You know, CrowdStrike, you know, brags are a billion dollars in a single year, but inside of that, they’re showing that 91% growth in marketplaces, which is pretty phenomenal for any company to almost double in size every single year. [00:25:17] Jay McBain: What’s more phenomenal is they’re growing the channel piece of it, 3548%. That green part of it is growing. Companies that understand platform and have people and processes and programs and technology to do it are winning. And they’re getting recognition and partners are starting to join the Billion Dollar Club who don’t sell a product, but are also winning at Extreme Scale. [00:25:44] Jay McBain: So talk about those partner 1000 and who are leaning in to win at this level. As well as everything changes, traditional billing moved into subscription models, moved into consumption models. Now we’re being tokenized to death multi it’s, it’s in this mode of micro consumption. There’s no chance there was little chance in subscription consumption that would be resold. [00:26:09] Jay McBain: You don’t buy Netflix from the cable guy in the white van. There’s zero chance when you’re buying tokens at a buck a piece that that’s going through any indirect sale. This continues to grow. Now the tectonic shifts is what happens when money changes hands differently. These old programs that we used to all write hundreds of different boxes, we checked every day on deal reg and trainings and all the other things are changing. [00:26:35] Jay McBain: To this, you’ll get these slides, by the way, in high res, inside of this now is the customer. For the first time ever, 45 years later, we have the customer in the middle of what we do, the 28 moments in green before they buy the seven layer stack and the partners inside it. The implementation. The integration, the managed services in a cycle that never ends, and two thirds of our industry. [00:26:55] Jay McBain: With the customer in the middle, we can now move money around to the different moments. It’s not all landing in front or backend margins or market development funds or new customer bonuses or spiffs. It’s landing where it needs to land. Over 400 companies now, pretty much led by Microsoft 400 companies are in a point system right now and 400 more. [00:27:18] Jay McBain: We’re working kind of behind the scenes to get that announced in the next 12 months. This is a total changeover in terms of how economics work and partners are yelling over half of us. I don’t care. Don’t call me a VAR anymore. Don’t call me an MSP. Don’t call me a regional system integrator. I do the consulting over half the time. [00:27:36] Jay McBain: I do the design, I do the implementations, I do the managed services, and 44% of us are vibe coding. On weekends. We’re not happy. Just on the services side. We wanna join the seven layer tech stack as well. These are partners growing faster than their vendors by understanding this cycle and where to show up and where the money is in ai. [00:27:56] Jay McBain: And the number one thing they’re asking for is not more leads, which they did for 45 years. The number one thing is now recognized for what I do. I’ve never just been a cash register. We’re completely now past this idea of a channel being a channel of distribution, and now a channel being this platform for the future. [00:28:16] Jay McBain: As we lay that on top of ai, the first couple of years of AI has really been consumer driven. The 95% failure rate that MIT reported last year is now 70%. That’s the failure to get from proof of concept to production. That 70 will be 50 by the summer we’re moving now in business, the maturity rates are going up at the end customer and in 88% of cases, that’s because of the channel. [00:28:43] Jay McBain: They’re working with partners. They’re not vibe coding themselves and working in little skunkwork groups. They’re working with partners to make it happen, and it now becomes the partner’s number one growth opportunity. I can grow at 11 or 12% in cyber every year. Compounded I can grow in 10% in managed services. [00:29:03] Jay McBain: You know, those are great double digit growth ’cause my customers are growing at 2.7% and I can go four x my customer, but I can go 10 x my customer if I have the right services built around ai. And this compounded growth rate and that big number in 2 20 32, 267 is what’s got those top 1000 partners obsessed. [00:29:25] Jay McBain: And your companies are leading with ai. Now you need to connect to those AI services. You need to get partners on this scale of growth. And they will be adding your name inside every cloud. They write on every whiteboard, but 82% of partners around the world, you know, we survey 25,000 of them aren’t ready, and they’re blaming vendors for not being ready, and they’re telling them exactly the workshops and the training that they need to get ready for this cycle. [00:29:53] Jay McBain: 82% of our entire partner, tens of millions of people, aren’t ready to grow at 35% and they need our help. Last thing I’ll say about AI is it’s the first time from client server to cloud, edge to cloud that it’s been segment driven. SMB alone has one, you know, six different segments, one to nine, 10 to 24, 25 to 49, et cetera. [00:30:18] Jay McBain: Mid-market into enterprise. No one that runs a restaurant is calling Jensen to buy a GPU to put next to the stove. No one’s calling Sam or Dario or anyone at Anthropic or OpenAI directly. They’re waiting. If you run a restaurant with all the people running around with tablets, you’ve invested in toast or square or clover or one of the platforms to run your business. [00:30:41] Jay McBain: A hundred different things. And you’re gonna wait for toast to work with a hyperscaler and build out the capabilities genetically. So when they see a spike in Uber Eats orders, they automatically place a food order and automatically change the staffing to deliver on it. That’s what the restaurant’s waiting for, and there’s no one calling and having a big a agent conversation. [00:31:03] Jay McBain: But even if you go into hundreds of people in medium sized business, every one of the vice presidents have their tech stack already built. I talked about the marketing person already, but the HR leader has one, and everybody’s got their seven layer stack. They’re not calling to buy a GPU and they’re not calling to, you know, bring in open AI directly or, or anthropic. [00:31:22] Jay McBain: They’re waiting for the platform they built to integrate together ag agenta capabilities. Everybody’s in wait mode up until enterprise and public, large public sector. So we are looking at this market and at 90% of that AI market is run by those thousand companies, and the rest of the millions of partners are helping in terms of how these businesses are gonna change at that level. [00:31:46] Jay McBain: Here’s where I end. You know, the 28 moments used to be a theory. It used to be a flywheel. How do we buy a car? [00:31:55] Vince Menzione: Well, we Google it, [00:31:57] Jay McBain: 81% of us now, 94% of us use large language models. We find out that there’s 365 brands of car. I’d have to test drive one every day of the year to get through them all. So we start narrowing these things down. [00:32:09] Jay McBain: We configure it. We put our rims on it, we color it. We download the invoice price. We download the backend rebates this month, whether I buy it in May or June, we find out what 5,000 people paid for our exact car within 50 miles of us. And then we don’t wanna go to the dealer because we know more than the salesperson, the manager ever will. [00:32:26] Jay McBain: We know what we’re gonna pay within, you know, dollars or cents. Just carvana the car. Hand me the keys. Let’s just forget the whole eight hour back and forth. I’ll get you a deal thing. I’m smarter than you in technology. Our customers are smarter than us, smarter than salespeople. That’s why 75% of millennials don’t wanna talk to a salesperson. [00:32:48] Jay McBain: They want to end digitally, and by the way, they’re not gonna send a fax after 28 digital moments. They’re gonna end on a digital marketplace. This is all demographics. It’s not hard to see where it’s going, but we’re getting into names, faces, places again. What if every dollar of your tam, the board, the CEO, runs around with their big multi-billion dollar number, they’re chasing? [00:33:09] Jay McBain: What if every single deal looks the exact same? This is a deal with AstraZeneca, A real deal, real customer spending millions of dollars. We know it starts in October, it ends in April. It’s a six month cycle. We see what they read, the MQ ls at the beginning. We see the sales demo moments. We see ISV, but we’ve never had the light blue boxes. [00:33:30] Jay McBain: What if we as a team could overlay the 6.3 partners in this deal? And when you find out a couple things. Here’s where I end. In December, five deals were one, three of them by NTT. The person at NTT probably coaches AstraZeneca’s, you know, kids’ soccer team. They probably have a cottage together at the lake. [00:33:50] Jay McBain: For the last 20 years, if the person at NTT worked at Deloitte, Deloitte would’ve run this deal. But Software One and Yash are both there, so we understand that when they were drawing clouds up on the wall in the boardroom in December, this deal was won and lost there. It was not won and lost at the point of sale. [00:34:09] Jay McBain: So what if you knew more about this and could see every dollar in your tam? You had an early warning system that this was happening. Two things jump out at this now that we’re in Bellevue. AWS was touched twice in this deal, directly in the marketing cycle and the sales cycle. AWS lost this deal. Here’s an example of Microsoft winning a deal with Microsoft never being touched. [00:34:34] Jay McBain: For some reason, NTT who won, who won AWS’s partner of the year a couple years ago led with Microsoft, so did Software one, Microsoft’s biggest reseller in Europe, and as did Yash, they all led with Microsoft and without Microsoft, knowing Microsoft took a multimillion dollar deal away from their competitors by winning in December. [00:34:53] Jay McBain: That’s one. Second. These partners didn’t just show up other than soccer and cottages. They didn’t show up in December. It went closed one in their CRM system. Back in the summer, August, September, we already knew AstraZeneca was in market, spending millions of dollars. We didn’t need them to read an ebook or go to an event to find that out. [00:35:17] Jay McBain: We knew it because it was closed one. They’re spending hundreds of thousands of dollars times five in December to know what to do at the end. This is an early warning system that’s better than any MQL, better than any SQL. And if you could give your company these level of view into their pipeline with an early warning system that I can work with those partners for months before they ever show up at the customer’s boardroom. [00:35:44] Jay McBain: This is it. Talk about 47% winners. This takes you from not only surviving the AI era to being a top five platform winner. Thank you very much. [00:36:01] Vince Menzione: Until next time, we’ll see you in person. Hopefully at our next event.

Today I want to talk about the relationship between a CRO and a Chief Product Officer, especially when they share OKRs.The first thing I'll say is that I love shared OKRs. They create accountability, trust, communication, and teamship. They force revenue and product leaders to work through challenges together instead of operating in silos.The challenge comes when the CRO is measured on bookings and revenue while the CPO is measured on adoption and product usage. Both leaders are trying to achieve business growth, but they're often looking at different data and hearing different signals from the market.So how do you solve that tension?For me, it starts with communication. The CRO needs to understand how the CPO prefers to receive feedback and market intelligence. Product teams don't just need complaints—they need patterns, context, and evidence that help them make informed roadmap decisions.This is especially important in HR tech because buyer expectations change quickly. The reasons HR leaders bought software a few years ago may be completely different from the reasons they're buying today.That's why companies need a structured way to gather market feedback and translate it into actionable insights for product teams. When that happens, product leaders gain more trust in revenue feedback, revenue leaders gain more appreciation for product constraints, and both teams become more aligned.At the end of the day, most CRO-CPO conflict isn't about each other. It's about reacting to pressure and trying to hit goals.The best leaders remember that neither side is the enemy. The market is simply providing information, and both teams need to respond to it together.When product and revenue align around what the market is actually telling them, shared OKRs become a true competitive advantage.

What does it take to run successful clinical trials across borders? Tune in as Chris Boone (Group VP, Research, Health & Life Sciences at Oracle) and Alicia Baker McDowell (VP & Head of Global Regulatory Strategy at Fortrea) explore the shift from transactional outsourcing to truly co-created partnerships.They discuss how sponsors, CROs, and tech partners are redefining collaboration, tackling data fragmentation, and striking the right balance between global consistency and local execution to deliver more effective clinical trials worldwide.

Are you facing the challenge of breaking into a new vertical with no prior experience? Wondering how to accelerate credibility and revenue in unfamiliar markets? Curious about how effective networking can create exponential sales opportunities in cybersecurity? This episode tackles these questions by unpacking hands-on strategies for rapid market entry and leveraging the power of the network effect.In this conversation we discuss

As the industry reaches the mid-point in 2026, how are CDMOs of small-molecule drugs faring? The larger scale CDMOs with late-phase and/or commercial-scale capabilities are faring well while smaller and mid-sized CDMOs specializing in early-stage development and clinical-scale capabilities are facing some headwinds from more challenging trends in biotech financing, but opportunities lie ahead. Brian Scanlan, Managing Partner, Freedom Bioscience Partners, a strategic advisory firm to CROs, CDMOs, and investors, provides the latest insights.Support the show

Will AI replace auditors? This episode explores how AI is transforming auditing, why human judgment remains critical, and what the future of ERP and audit looks like in an AI-driven world.=====This episode explores the impact of AI on auditing, from automation of routine tasks to its role in shaping controls and decision-making. It examines trust, regulation, and current adoption challenges, while emphasizing the continued importance of human judgment. The discussion also looks ahead to how AI will influence audit efficiency, workforce evolution, and the future of ERP within an integrated, intelligent ecosystem.⁠⁠⁠⁠⁠⁠⁠Download Episode Transcript⁠⁠⁠⁠⁠⁠⁠Useful Links: ⁠⁠⁠⁠SAP Cloud ERP⁠⁠⁠⁠www.ey.comFollow Us on Social Media!SAP S/4HANA Cloud ERP: ⁠⁠⁠LinkedIn⁠⁠⁠=====Guest: Shaylin Moodley, Ernst & Young LLPShaylin is a SAP security, risk and controls leader who acts as a guardian of audit success for SAP‑heavy organisations. He partners with CFOs, CIOs, CROs and assurance leaders to cut the cost of compliance, assure complex SAP S/4HANA programmes, and design roles, SoD and controls that stand up to regulator and auditor challenge, particularly through audit rotation, heightened scrutiny and early AI adoption. Being an IT External Auditor for a range of the FTSE 250 with one hat, allows him to advise other organisations on what an external auditor marks against when designing controls whilst he wears his second hat. With over 10+ years across all four Big Four firms, he has supported a number of clients in financial services, utilities, energy, manufacturing and consumer, navigating go lives securely, avoiding year‑end surprises and landing “no repeat findings” on critical IT and programme level controls.Host 1: Richard Howells, SAPRichard Howells has been working in the Supply Chain Management and Manufacturing space for over 30 years. He is responsible for driving the thought leadership and awareness of SAP's ERP, Finance, and Supply Chain solutions and is an active writer, podcaster, and thought leader on the topics of supply chain, Industry 4.0, digitization, and sustainability.Follow Richard Howell on ⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠X⁠⁠⁠⁠⁠⁠⁠Host 2: Oyku Ilgar, SAPOyku Ilgar is a marketer and thought leader specializing in SAP's digital supply chain and ERP solutions since 2017. As a marketer, blogger, and podcaster, she creates engaging content that highlights innovative SAP technologies and explores key topics including business trends, AI, Industry 4.0, and sustainability.Follow Oyku Ilgar on ⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠ and ⁠⁠⁠⁠SAP Community⁠⁠⁠⁠=====Key Topics: AI in auditing, ERP, external audit, cybersecurity, AI adoption, controls and compliance, audit automation, SAP, digital transformation, enterprise systems, risk management, governance, auditors role, AI governance, business technology, intelligent automation, The Future of ERP, SAP Podcasts

In this episode of the Global Regulatory Update podcast, host Melanie Idler, Policy Advisor at the IIF, speaks with EY's Stuart Doyle, U.S. Insurance Risk and Regulation Leader, and Rasika Karnik, U.S. Insurance Risk Senior Manager, about the findings of the third annual EY–IIF Global Insurance Risk Management Survey, which examines how insurance chief risk officers are navigating a rapidly evolving global risk landscape. Drawing on insights from more than 100 CROs and senior risk executives, the discussion explores how insurers are operating in a nonlinear, accelerated, volatile, and interconnected (NAVI) risk environment, where risks materialize faster, spread more widely, and interact in increasingly complex ways. The guests examine how this is reshaping the role of the CRO, with greater expectations for real-time insights, forward-looking analysis, and deeper integration into business decision-making. They highlight the continued dominance of cyber risk as the top near-term concern, alongside the growing importance of strategic risk, reflecting the expanding remit of risk leaders as organizations respond to geopolitical shifts, technological disruption, and market change. The conversation also focuses on how insurers are adapting their operating models and capabilities. AI and advanced analytics are moving from experimentation into core risk functions, driving both efficiency gains and new governance challenges, while prompting a shift toward capability-driven risk teams rather than simple headcount growth. At the same time, CROs are balancing near-term pressures with longer-term risks such as climate transition, data privacy and ethics, and evolving global financial dynamics, requiring more adaptive skill sets and a broader, more strategic approach to risk management. Together, these themes underscore a fundamental transition: from managing risk as a control function to positioning it as a central driver of resilience, insight, and decision-making across the insurance enterprise.

Contrary to historical processes, clinical trials do not have to be limited to large academic centers or homogeneous populations. On this episode, host Alex Maiersperger speaks with Dr. Mimi Fenton, CEO of Cedar Health Research, a community based clinical research organization using AI to bring trials into trusted local care settings.Drawing on her experience across academia, pharma, CROs and retail health, Dr. Fenton explains why access, education and patient support remain major barriers to participation. She discusses how Cedar embeds research into trusted community settings. The conversation also explores how AI and large language models help connect the right patients to the right trials while preserving the human relationships that drive trust and retention.

Founded in 2010, the Institut Pasteur spinout PathoQuest sold to top CRO Charles River for $70M this year, a product of years of collaboration and stepwise investments.Jean‑François tells us how the exit unfolded, as well as the importance of biosafety and CMC as pharma and biotech outsource heavily and cell and gene therapies mature. We also cover how animal testing is disappearing from CMC and how France must nurture its biotech ecosystem.---For transparency, this episode has been sponsored by PathoQuest.---⭐️ ABOUT THE SPEAKERJean-François has more than 20 years of pharma leadership under his belt. Before his ten years at PathoQuest, he was a Senior Vice-President in charge of Ipsen's GI-oncology and endocrinology franchise.He has an engineering degree and a master's degree in Foreign Trade.

Sales kickoffs can become expensive calendar events if leaders are not clear on what the gathering is meant to accomplish. In this Revenue Builders replay, John McMahon shares his perspective on how CEOs and CROs should think about SKOs, from motivating the sales force and aligning teams around company goals to delivering training that actually prepares reps to execute. He also explains why peer-to-peer knowledge transfer is often the hidden value of bringing the sales organization together, why product presentations should only happen when the value proposition is clear, and how leaders can motivate reps by speaking directly to their daily challenges, career aspirations, and earning potential. John McMahon is a five-time CRO who has led revenue organizations at PTC, GeoTel, Ariba, BladeLogic, and BMC. He is the author of The Qualified Sales Leader and co-host of Revenue Builders, where he brings operator-level perspective on building and scaling enterprise sales teams.  Connect with John: LinkedIn Book Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

In this episode of the Site Realities series, Tammy D'Lugin-Monroe continues her conversation with Przemyslaw Wziatek, Country Head for Poland and Ukraine within Clinical Operations at Syneos Health, exploring how sites navigate the complexity of working within large CRO organizations. Together, they discuss the importance of clear communication pathways, operational ownership and timely escalation processes in building strong site partnerships. From reducing communication noise to improving site launch meetings and helping sites quickly connect with the right support teams, the conversation highlights practical ways CROs can create a more seamless and supportive site experience.Listen in as they share perspectives on how thoughtful communication, clarity and collaboration can strengthen trust and improve study execution at scale.The views expressed in this podcast belong solely to the speakers and do not represent those of their organization.  If you want access to more future-focused, actionable insights to help biopharmaceutical companies better execute and succeed in a constantly evolving environment, visit the Syneos Health Insights Hub. The perspectives you'll find there are driven by dynamic research and crafted by subject matter experts focused on real answers to help guide decision-making and investment. You can find it all at https://www.syneoshealth.com/insights-hub. Like what you're hearing? Be sure to rate and review us!  We want to hear from you! If there's a topic you'd like us to cover on a future episode, contact us at podcast@syneoshealth.com. 

Warren Zenna is the Founder of The CRO Collective, a B2B consultancy focused on helping CEOs and CROs design stronger revenue strategies, operating models, and CRO readiness. A seasoned revenue leader and advisor, he brings more than 25 years of experience across B2B sales, marketing, digital media, and emerging technology. Warren is also Founder and CEO of Zenna Consulting Group, where he advises companies on organic growth, marketing, and go-to-market strategy. He is the author of What Chief Revenue Officers Actually Do and hosts The CRO Spotlight Podcast, where he explores the evolving responsibilities, challenges, and strategic importance of the modern CRO. In this episode… Hiring a chief revenue officer can transform a growing company — but only if the business is ready. Many organizations expect a CRO to fix revenue problems, yet success depends just as much on structure, authority, and timing. So, how can companies set CROs up to succeed rather than fail? For Warren Zenna, a longtime revenue leader and advisor to B2B executives, the answer starts with CRO readiness: companies must understand when they need a CRO, what authority the role requires, and how the revenue engine must be structured before making the hire. He highlights that many CROs fail not because they lack talent, but because they inherit broken systems without the autonomy, resources, or runway to fix them. The result is a costly mismatch between expectations and execution. Warren explains that companies often hire CROs too early for vanity or too late after complexity has already hardened into dysfunction. A successful CRO needs the ability to align sales, marketing, customer success, revenue operations, and leadership expectations around one cohesive growth strategy. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz sits down with Warren Zenna, Founder of The CRO Collective, to discuss CRO readiness and the future of revenue leadership. Warren explains why CROs fail, when companies should hire one, and how AI is reshaping revenue organizations. Warren also shares advice for candidates evaluating CRO opportunities.

In this episode, we're joined by George Storm, CRO at N.rich, for a conversation about why traditional B2B SaaS forecasting is no longer good enough in today's market. George shares how N.rich, the European ABM platform, helps sales-led companies influence complex buying committees, warm up priority accounts, and progress accounts before sales ever reaches out.  We spoke with George about why forecasting can't be treated as a static quarterly exercise anymore, why revenue leaders need to account for macro signals like layoffs, budget freezes, acquisitions, interest rates, and market turbulence, and how to move from fixed-number forecasting to ranges, probabilities, and continuous forecast loops. He explains why CROs should think in “regimes” like calm, turbulent, and stormy markets, and how that changes the way you model win rates, sales cycles, ACV, and pipeline coverage. Here are some of the key questions we address: Why is traditional SaaS forecasting broken? Why should forecasts be modeled as ranges instead of fixed numbers? How do macro signals like layoffs, acquisitions, and budget freezes impact pipeline confidence? Why can historical win rates be misleading in today's market? What does it mean to forecast in calm, turbulent, or stormy weather? How can CROs build a continuous forecasting loop instead of relying on quarterly updates? What should revenue leaders monitor weekly to avoid surprise misses?

In this episode of the CRO Spotlight podcast, Warren Zenna hosts Kris Billmaier, EVP & GM of Agentforce Sales at Salesforce to discuss how the traditional CRM interface is rapidly evolving, shifting revenue teams from manual data entry to autonomous workflows. We explore the transition toward headless CRM and how AI agents are automating administrative tasks, allowing sales professionals to focus on direct customer engagement and high-leverage closing activities.Modern chief revenue officers must transcend traditional sales leadership to become comprehensive revenue architects. The conversation highlights the necessity of breaking down operational silos to integrate sales, marketing, and customer success into a unified engine. By leveraging conversational insights and predictive data, CROs can build highly predictable forecasts, accurately define ideal customer profiles, and design frictionless deal cycles.We examine the tangible deployment of AI within the sales funnel, specifically focusing on how automated prospectors are redefining the business development phase. By assigning agents to previously ignored leads and automating initial outreach, organizations drastically expand their pipeline capacity. This shift requires human representatives to transition into management roles, overseeing hybrid teams of both human talent and automated systems.Sustained business growth relies heavily on post-sale customer advocacy rather than endless top-of-funnel acquisition. We analyze why revenue leaders must prioritize retention and customer success as core growth mechanisms. By gathering intelligence from renewed accounts and deploying agents to follow up on deferred buying cycles, companies create a compounded data loop that continuously refines targeting and scales revenue efficiency globally.

In this episode of The Effective Statistician, I speak with Andrew (Andy) York about the evolving world of programming validation, traceability, and quality assurance in clinical trials. Andy has decades of experience in statistical programming, leadership roles across pharma and CROs, and now works with AI-driven solutions focused on improving validation and traceability.

In this episode, Jay Weiser joins the podcast to discuss the "accountability crisis" in Private Equity (PE). They explore a common, costly cycle: boards replacing CEOs or CROs when performance dips, only to realize later that the underlying system, not the individual leader, was the true constraint. Jay shares insights on how boards can move beyond "theatrics" and "polished dashboards" to identify fragile revenue, align incentives, and foster a culture of "brains-in" engagement. -------------------------------------------------------------------------------- Key Takeaways The Visibility Trap: Leaders are often replaced because they are the most visible element of a company; however, the invisible systems—how decisions are made, how information flows, and how incentives are aligned—are what truly dictate results. The High Cost of Churn: Repeatedly swapping out C-suite leaders leads to extended hold periods and significant loss of enterprise value Information Friction: By the time data reaches the board, it has often been polished, filtered, and aggregated to the point that critical signals of failure (like high churn or poor sales quality) are hidden Revenue Quality vs. Volume: Not all revenue is created equal. "Fragile revenue" from customers who are a poor fit for operations or customer success erodes multiples and makes exit stories harder to defend. The Power of Shared Ownership: Jay highlights the "Ownership Works" model, where creating a broad-based employee ownership pool can improve culture, reduce turnover, and increase exit multiples by as much as 1.5 times. -------------------------------------------------------------------------------- Actionable Questions for Boards & Leaders To move from "passive oversight" to "active insight," Jay and Marcus suggest asking these uncomfortable but necessary questions: Would this deal survive diligence? If a buyer knew exactly what was "under the hood" regarding customer satisfaction and operational hurdles, would they still buy? Is the customer actually using the product? Don't just look at sales volume; look at activation, adoption, and time-to-value. What did we learn this week that makes our plan less certain? Reward the people who raise risks early rather than those who try to "rescue" a failing deal at the last minute. Are we "prosecuting the person" or the "argument"? Ensure the culture allows for constructive challenge without individuals feeling attacked or silenced. -------------------------------------------------------------------------------- Leading Indicators to Watch Customer Activation/Adoption Rates: Are they sporadic or consistent Time to Value: How long does it take for a customer to report they received the value they intended? Incentive Alignment: Are salespeople paid for volume alone, or is compensation tied to customer duration and team success? The "So What" Test: Does the information in the board pack actually inform a decision, or is it just "history" you can't act on? -------------------------------------------------------------------------------- Featured Quotes "If you're swapping out the leader, but the system stays the same, you're going to get the results that the system allows to be produced." — Jay Weiser "Boards don't make bad decisions because they're stupid. They make bad decisions because confidence in the story outruns the evidence." — Marcus Cauchi -------------------------------------------------------------------------------- Connect with Jay Weiser LinkedIn: Jay Weiser Email: jay@jayweiser.com Website: Uncover. Unlock. Unleash.℠ Growth and Value | Jay Weiser Consulting Marcus Cauchi's Closing Advice: Before you back the next plan, test the evidence behind it. If you want to know where value is fragile or real, reach out for a five-day evidence check.

Kyle Lacy, CMO at Docebo (previously Lessonly, Seismic, Jellyfish), joins Sam Jacobs, AJ Bruno, and Asad Zaman to push back on AI-era "efficiency" gospel in marketing. Topics include why product marketing under a sales-led organization will die, and the one-page Wall Street Journal manifesto every CMO should make their CEO write. Plus, why OpenAI and Anthropic might be lost when it comes to POV...AND the $300M Windows 95 launch with Jennifer Aniston and a Polish submarine (obviously). Key Takeaways: - Build the company manifesto first. As Kyle Lacy, CMO at Docebo, framed it: "I frame it with my CEO as... you have a direction you want to take this company. I need a one-page document that reads like a manifesto that you would publish in the Wall Street Journal tomorrow as a full-page ad. And that's our guiding light." Messaging pillars, ICPs, and personas all flow from that single document; the framework can never be the source. - Spend 80% on demand, then defend the other 20% for brand. Kyle's decade-long rule: "If you can figure out how to generate the demand you need off of 70 to 80% of your budget, then you can do whatever the hell you want, like golden llamas or hiring Jennifer Aniston to do your software training, whatever." Marketing leaders who haven't earned pipeline credibility lose the brand line item first when budget tightens. - Don't fold marketing under the CRO. "Product marketing living under a sales-led organization, it will die, will die slowly because you can't get the right people in the role that want to do it," Kyle said. He distinguishes between marketers becoming CROs (good) and marketing being absorbed structurally into the revenue org (fatal) because the executive-level tension between brand and demand is what protects both. - The Lessonly playbook wouldn't survive 2026. Kyle's honest reading: "Lessonly in this age would get eaten alive. Our software did not have a moat. It was really simple to use. You could probably vibe code it down a weekend." What does survive is the customer-first culture and the storytelling. At Docebo's recent Inspire user conference in Miami, customers organically produced more LinkedIn content about the event than the team had ever seen, with zero solicitation campaigns. Connect with the Hosts & Guests: Host: Sam Jacobs, CEO at Pavilion - https://www.linkedin.com/in/samfjacobs/ Host: AJ Bruno, CEO at QuotaPath - https://www.linkedin.com/in/ajbruno3/ Host: Asad Zaman, CEO at Sales Talent Agency - https://www.linkedin.com/in/azaman1/ Guest: Kyle Lacy, CMO at Docebo - https://www.linkedin.com/in/kylelacy/ Topline is more than a YouTube Channel: Subscribe to Topline Newsletter: https://toplinemedia.substack.com/ Tune into Topline Podcast, the #1 podcast for founders, operators, and investors in B2B tech: https://www.joinpavilion.com/topline-podcast Join the free Topline Slack channel to connect with 600+ revenue leaders to keep the conversation going beyond the podcast: https://www.joinpavilion.com/topline-slack Chapters: 00:00 Introducing Kyle Lacy 03:30 Is Brand Building Having Its Moment? 08:33 Word Is Brand: The 60/40 Mix 11:12 Surprise and Delight, Lessonly Lore 16:36 The Manifesto Framework 19:37 OpenAI and Anthropic Have No Manifesto 26:40 Brand at the Application Layer 27:35 Six Figures, No Anthropic Time 32:35 Quiz Pro Quo 39:27 SaaS-Era Marketers Under Attack 43:10 Should Marketing Report to a CRO? 54:42 Authenticity, Jellyfish, and Docebo 57:06 Bulls and Bears

In this episode of the Site Realities series, Tammy D'Lugin-Monroe sits down with Przemeslaw Wziatek, Country Head for Poland and Ukraine within Clinical Operations at Syneos Health, to explore how relationships between Clinical Research Associates (CRAs) and Clinical Sites are evolving in today's increasingly complex research environment. As competition for high-performing sites intensifies, strong partnerships have become more important than ever. Tammy and Przemeslaw discuss what sites truly expect from CRO partners, why the CRA role has evolved beyond monitoring into that of an ambassador and problem solver, and how trust is built through responsive, thoughtful communication. Together, they examine the realities sites face every day, from balancing patient care alongside multiple studies to navigating increasing operational complexity and technology demands. The conversation also explores how CROs can better align with site priorities, reduce communication friction and create stronger long-term partnerships that ultimately support study success and improve the patient experience.The views expressed in this podcast belong solely to the speakers and do not represent those of their organization.  If you want access to more future-focused, actionable insights to help biopharmaceutical companies better execute and succeed in a constantly evolving environment, visit the Syneos Health Insights Hub. The perspectives you'll find there are driven by dynamic research and crafted by subject matter experts focused on real answers to help guide decision-making and investment. You can find it all at https://www.syneoshealth.com/insights-hub. Like what you're hearing? Be sure to rate and review us!  We want to hear from you! If there's a topic you'd like us to cover on a future episode, contact us at podcast@syneoshealth.com. 

Revenue leaders are under increasing pressure to grow without adding headcount at the same rate, and AI is forcing a deeper conversation about productivity, consistency, governance, and organizational design. Alex Bilmes, CEO of Endgame, joins John Kaplan and John McMahon to discuss what his team learned from analyzing more than 30,000 real AI workflows across go-to-market teams. The conversation moves beyond tool adoption and into the harder leadership questions: how to create a centralized intelligence layer, how to prevent inconsistent messaging at scale, how RevOps must evolve, where AI can accelerate ramp and account coverage, and why human judgment becomes more important as automation gets better. Alex Bilmes is the CEO and founder of Endgame, a revenue intelligence platform built for go-to-market teams. His work focuses on helping revenue organizations centralize customer, methodology, and account knowledge so both humans and AI agents can operate from a consistent foundation. Connect with Alex: LinkedIn Key takeaways from this episode:  00:00 - A look inside what happens when AI agents move from task automation to managing real revenue workflows. 06:02 - Why agent sprawl quietly creates new execution risks for CROs trying to scale AI across the revenue organization. 09:09 - What leaders often overlook about the knowledge foundation required to keep humans and AI working from the same truth. 29:29 - Why RevOps has to evolve from fulfilling requests to building systems that change how revenue teams operate. 35:04 - What it really takes for AI to improve productivity beyond simple headcount reduction. 48:28 - The governance risk many revenue leaders underestimate when AI adoption moves faster than controls. 51:26 - Why human judgment becomes more important, not less, as AI takes on more of the sales workflow. Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

Entrevista con Manuel Navarro Jiménez, director del doble CD "Los flamencos cantan a Pencho Cros".Escuchar audio

In this episode of the Business of Alignment Podcast, AJ Vaughan breaks down the dangerous misconception that strong revenue automatically equals a healthy culture. He explores the invisible impact of psychological unsafety, internal fragmentation, and leadership misalignment inside high-performing sales organizations — especially across sales, marketing, and product teams.AJ challenges CROs, founders, and executives to rethink how they measure success, arguing that culture is not separate from revenue performance — it is directly tied to pipeline health, creativity, execution, retention, and long-term growth. From transparent recruiting practices to emotionally intelligent leadership systems, this episode dives deep into what happens when organizations prioritize quota over people… and why the consequences often show up 6 to 18 months later.This conversation is for leaders who want to build organizations where performance, accountability, trust, and human alignment can coexist at scale.

In this episode of the CRO Spotlight podcast, Warren Zenna sits down with Neil Weitzman, Founder of weitzmanGTM, to tackle the fractional CRO debate head-on. They examine the friction between the theoretical appeal of fractional leadership and the gritty reality of executing it. The conversation highlights why early-stage companies often need foundational builders rather than traditional executives, and where the fractional model fits.A central point of contention is the issue of accountability. Warren and Neil debate whether a fractional leader can truly own a revenue target when they are not in the building full-time. Neil argues that while fractional CROs can build systems and drive pipeline, demanding full-time metrics from a part-time partner is a recipe for failure, emphasizing the need to align expectations with the actual scope of the engagement.The discussion shifts to the push and pull between what founders want and what they actually need. Founders often demand immediate sales traction, while a fractional CRO knows a sustainable go-to-market engine must be built first. Neil shares blunt insights on navigating these misalignments, avoiding toxic setups, and ensuring the fractional role serves as a bridge to eventual full-time leadership rather than a permanent crutch.Finally, they explore how the debate intersects with the evolving nature of the CRO role itself. Whether full-time or fractional, modern revenue leaders must adapt to an increasingly complex landscape driven by artificial intelligence. By integrating AI to automate repetitive tasks and refine outbound strategies, fractional leaders can punch above their weight, driving efficiency and leaving behind a scalable system for the next full-time hire.

In our third episode, “Patient-Centered Research in the Digital Age“, Jean-Sébastien Gosuin joined our Founder and CEO Miriam Dervan, to explore how digital platforms are empowering patients to take a more active role in research. The perspective of the discussion was around how patient-generated insights and evolving trial models are helping sponsors and CROs design more accessible and patient-centered clinical studies.

Pipeline generation breaks down when sales organizations rely on individual performance instead of building controlled, repeatable systems. In this episode, Greg Casale shares how his background in engineering shaped a system-first approach to sales, applying principles of process control, data capture, and structured training to reduce variability and improve consistency. The conversation explores why outbound phone remains a critical channel despite its difficulty, how over-automation has saturated the market and reduced conversion rates, and where AI fits as a tool to strengthen preparation and execution without replacing human interaction.  Greg Casale is the Founder and CEO of Reveneer Inc., where he leads a system-driven approach to outbound pipeline generation through embedded SDR teams. He began his career as a chemical engineer and brings a manufacturing and process control mindset to building repeatable, data-driven sales operations. Connect with Greg: LinkedIn Resources mentioned: Hyperbound TitanX Key takeaways from this episode:  03:00 – Why many CROs over-index on hiring instead of addressing the system driving performance 33:30 – What it really takes to build an outbound channel competitors can't easily replicate 49:00 – Why leaders risk losing differentiation when AI replaces human-driven sales behavior 01:00:00 – A look inside how top SDRs control conversations in the first 30 seconds of a cold call 09:33 – The mistake many CROs make when relying on fractional SDR models for pipeline generation 01:07:24 – Why cutting SDR capacity during downturns quietly weakens your ability to recover 18:11 – What leaders often overlook when measuring SDR success beyond meeting volume Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

Most Chief Revenue Officers fail not because they lack skill, but because they are placed in broken systems. In this episode of CRO Spotlight, Warren Zenna speaks with Jonathan M K., VP of Marketing at 1mind, about the "Panda Problem"—why top revenue leaders struggle in restrictive environments. They explore why companies must build optimal go-to-market systems rather than forcing bad fit processes.The conversation shifts to the intersection of revenue operations, enablement, and artificial intelligence. Jonathan details his journey from traditional sales into the forefront of AI orchestration, drawing on his experience at Momentum and 1Mind. He explains why treating AI simply as a tool for content generation is a massive missed opportunity for modern revenue organizations seeking true leverage.True revenue enablement is not about glorified training or making slide decks faster; it is about acting as an internal analyst to drive execution. Jonathan breaks down the structural flaws in how companies currently utilize enablement and RevOps. He argues that AI must be strictly tied to core business metrics like customer acquisition cost and win rates to generate asymmetric outcomes for the business.Finally, the discussion outlines the immediate future of autonomous AI agents in enterprise environments. From executing complex territory plans to managing dynamic buyer interactions, Jonathan reveals how AI is moving from a passive tool to an active go-to-market engine. For CEOs and CROs, mastering this shift is critical for designing scalable systems that allow human talent to focus on high-level strategy.

In this episode, Tom Fox welcomes Edye Edens about launching her Life Sciences Law Group (“Eedee Law”) after years of contracting in life sciences compliance across multiple firms. Edye explains she founded the firm to better align her practice with supporting clinical trial sites, vendors, and academia, which often lack the budgets and in-house legal resources of sponsors and CROs. She describes a multidisciplinary team model that includes non-attorney quality, TMF, regulatory, and inspection-readiness professionals with deep study-operations experience, enabling rapid, practical support at different price points, including fractional engagements and urgent FDA inspection support. Edye outlines four core client segments: independent sites/site networks, academic medical centers' research compliance functions, NCI-designated cancer centers, and vendors entering clinical trials who need guidance on Part 11, HIPAA, QMS, and vendor qualification. She discusses growing AI-related client needs, emphasizing evolving regulatory expectations and “compliance at the speed of business,” and shares how to connect via website, LinkedIn, and email. Key highlights: Building A Different Firm Indy Roots National Reach Lessons From Academic Medicine AI Vendors And Regulation Resources: Edye Edens on LinkedIn Eedee Law Tom Fox Instagram Facebook YouTube Twitter LinkedIn For more information on the use of AI in compliance programs, Tom Fox's new book, Upping Your Game, is available. You can purchase a copy of the book on Amazon.com. To learn about the intersection of Sherlock Holmes and the modern compliance professional, check out Tom's latest book, The Game is Afoot-What Sherlock Holmes Teaches About Risk, Ethics and Investigations on Amazon.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Syneos Health Podcast: Site Realities series, Tammy D'Lugin-Monroe, Head of Trial Enablement Solutions at Syneos Health, sits down with Mimi Fenton, MPH, PhD, CEO of Cedar Health Research, to explore what it truly means to operate on the front lines of clinical research. Drawing on her experience across pharma, CRO and site leadership, Mimi offers a candid view into the operational, financial and human realities that shape today's clinical trial landscape. The conversation highlights the growing disconnect between protocol design and real-world execution—and how sponsors and CROs can close that gap by engaging sites earlier, simplifying technology integration and prioritizing patient-centered approaches. Mimi also underscores the critical role of trust, emphasizing that sites serve as the face of the sponsor within communities and are essential to improving access, diversity and retention in clinical trials. From the burden of fragmented technology to the importance of long-term partnerships over transactional relationships, this episode offers practical insights on how the industry can better collaborate to accelerate trial delivery and improve outcomes for patients.The views expressed in this podcast belong solely to the speakers and do not represent those of their organization.  If you want access to more future-focused, actionable insights to help biopharmaceutical companies better execute and succeed in a constantly evolving environment, visit the Syneos Health Insights Hub. The perspectives you'll find there are driven by dynamic research and crafted by subject matter experts focused on real answers to help guide decision-making and investment. You can find it all at https://www.syneoshealth.com/insights-hub. Like what you're hearing? Be sure to rate and review us!  We want to hear from you! If there's a topic you'd like us to cover on a future episode, contact us at podcast@syneoshealth.com. 

AI is shifting from model development to real-world usage, exposing a new bottleneck that most sales teams are not prepared to understand or sell against. As inference speed, memory bandwidth, and infrastructure become the true differentiators, traditional software playbooks begin to break down. Alex Varel joins John Kaplan and John McMahon to unpack what it takes to sell in this new environment, where technical depth, curiosity, and adaptability are no longer optional. The conversation explores how AI is reshaping productivity, why ICPs must evolve weekly, and how elite sellers distinguish themselves by orchestrating value across increasingly complex buying groups. Alex Varel is EVP of Worldwide Sales at Cerebras Systems, where he leads global go-to-market efforts at the forefront of AI infrastructure. He has built and scaled high-performing teams across MongoDB, Zscaler, and Multiverse, driving growth through IPO, hyper-scale expansion, and emerging technology shifts. Connect with Alex: LinkedIn Resources mentioned: "The Power of Myth" by Joseph Campbell "AI Superpowers" by Kai-Fu Lee “Leonardo da Vinci” by Walter Isaacson "No Country for Old Men" by Cormac McCarthy "The Road" by Cormac McCarthy “The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley” by Jimmy Soni Key takeaways from this episode: 00:00 – A look inside what it really takes to rethink computing architecture when speed, not scale, becomes the constraint 13:09 – Why many leaders underestimate how the shift from training to inference is redefining where competitive advantage actually lives 25:27 – The mistake many CROs make when applying legacy software playbooks to markets that require constant recalibration 21:33 – What it really takes to turn AI from a concept into a daily productivity multiplier inside a revenue organization 31:34 – Why most sales organizations quietly accept a broken productivity model and what changes when that assumption is challenged 34:26 – A look inside the evolving role of the AE as a multi-dimensional operator across technical, business, and interpersonal domains 49:41 – Why treating ICP as a static exercise leads to missed growth opportunities in markets that are shifting in real time Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

«On ne vient pas se réfugier à Port-Cros quand on a un malheur. L'île est plutôt révélatrice que consolatrice. Les gens fragiles ne peuvent pas vivre sur cette île»Danielle est une enfant de Port-Cros. Ses parents s'y sont rencontrés en 1928. Son père Marius travaille alors comme steward pour la compagnie de navigation sud-atlantique. En vacances, il retrouve son frère Joseph qui travaille à Port-Man comme maçon. Il est embauché au Manoir par Marceline Henry où il rencontre Georgette, sa future femme, qui travaille aussi pour le compte de la famille Henry. Mme Henry favorise leur mariage en leur garantissant à tous les deux une place au Manoir. Marius donne sa démission à la marine et c'est ainsi qu'ils s'installent à Port-Cros. Danielle est la plus jeune d'une fratrie de 3 enfants. Ses 2 frères Michel et Jean-Claude ont exercé en tant que marins-pêcheurs. Après quelques années dans les Ardennes, elle retrouve Port-Cros en 1980 où elle aide ses parents à la boutique de souvenirs et exercera pendant 14 ans en tant qu'institutrice. Avec Danielle, on a parlé de son enfance sur l'île, de ses années d'enseignement et d'insularité.L'article complet et toutes les notes et références citées dans l'épisode sont à retrouver sur fragileporquerolles.com Support the showMe suivre sur instagram : https://www.instagram.com/fragile_porquerolles/Me soutenir sur Tipeee : https://fr.tipeee.com/fragile-porquerolles-1 Vous pouvez me laisser des étoiles et un avis sur Apple Podcasts et Spotify, ça aide ! Si vous souhaitez m'envoyer un mail: fragileporquerolles@gmail.com

Dave "CAC" Kellogg and Ray "Growth" Rike discuss the ICONIQ 2026 State of GTM Report, a 32-page benchmark study based on a January 2026 survey of 155+ B2B SaaS executives across CROs, CEOs, and RevOps leaders. The pair digs into what the data says about how high-growth companies go to market differently, how usage-based pricing is reshaping sales compensation, and where AI in the GTM stack is actually delivering results versus falling short.Topics CoveredGTM Motion Mix: Top-Down vs. Bottom-Up vs. Hybrid. The data shows roughly 60% of companies use a hybrid motion, but high-growth companies skew more toward bottom-up and PLG. Ray and Dave unpack the ICONIQ "variable growth bar" definition and what the motion mix signals about the source of growth.Channel and Partnership Revenue Is Bigger Than Expected. ICONIQ reports channel partnerships representing 27-31% of revenue for high-growth companies. That is well above the 11-15% Ray typically sees in comparable reports. Dave calls it the long-awaited comeback of channel in SaaS, and both hosts flag the near-absence of self-serve as a surprise.Quota Setting and Commission Structures in a Usage-Based World. For the first time in a major GTM benchmark, ICONIQ covers how companies set quotas and structure commissions in a consumption and outcome-based pricing environment. 30% of respondents use forecasted consumption to set quota. Commission payout timing is split across four models, signaling how unsettled the go-to-market compensation playbook remains.Clawbacks Are Back. With usage-based and prepaid consumption models on the rise, 45-50% of companies now have clawback provisions in sales compensation. Ray and Dave discuss why clawbacks are a morale killer for sales teams and what the smarter alternative looks like in practice.POC and Free Trial Conversion Rates. POC-to-paid conversion improved from 36% to 50% year over year. Ray and Dave discuss resource allocation for proof-of-concepts, including dedicated versus shared solution architects, and raise the question of where forward-deployed engineers fit into the picture.AI in GTM: Where It Is and Isn't Working. Lead gen and call transcription top the adoption charts, but AI-driven forecasting sits at only 38%. Ray flags the gap between AI-native and traditional SaaS companies in GTM AI adoption. Dave points to slide 30 as a reality check: pipeline efficiency and unit economics are not yet showing meaningful improvement from AI investment.If you are responsible for GTM strategy, sales compensation, or measuring the ROI of AI investments, this episode gives you a practical lens on one of the best benchmark reports published in 2026. Ray and Dave go beyond summarizing the slides. Dave and Ray flag caveats in the methodology, challenge the data where it warrants scrutiny, and connect the findings to real-world operating decisions on quota design, commission structures, channel strategy, and AI adoption. If you only have time for one GTM benchmark deep-dive this year, this is the episode to start with.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of Grounded and Aligned™, Karen Gombault speaks with Kirsten Schmidtke, founder of a revenue leadership consulting firm focused on B2B technology companies. The discussion examines why revenue issues are often treated as sales problems when they come from how leadership is operating. If your growth targets are not converting into consistent results, this episode looks at how leadership structure, priorities, and decisions affect revenue, especially in the context of AI, remote work, and shifting buyer expectations.Karen and Kirsten look at:The gap between individual sales performance and the ability to generate revenue through a teamHow low trust in forecasting leads to inefficient inspection processes and slower deal cyclesThe effect of multiple or unclear priorities on execution quality and consistency across teamsLeadership-created bottlenecks that restrict deal progression and reduce responsiveness in the sales cycleThe shift from managing activity to coaching for judgment and decision-making in complex sales environmentsRevenue variability is usually driven by how leadership operates, not the market. Clear standards, consistent execution, and fewer internal obstacles determine how reliable results are.Kirsten Schmidtke is the founder of Kirsten Schmidtke Coaching & Consulting, a revenue leadership consulting firm serving B2B technology companies. With 15+ years in enterprise tech, including AWS, she has generated over $100M in revenue and carried multimillion-dollar quotas. She works with CEOs and CROs to close the leadership execution gap that stalls pipeline, burns out sellers, and keeps revenue unpredictable — helping them find the one problem that, when solved, unlocks revenue growth.www.linkedin.com/in/kirstenschmidtke/www.instagram.com/kirstenschmidtke/Connect with Karen: Karen Gombault | LinkedIn

Carles Reina is VP of Sales at ElevenLabs, where he was the first investor and fourth employee. Carles has scaled the revenue org from Day 1 to over $350M in just 3 years. Carles is also an active investor with investments in ElevenLabs, Revolut, Happy Robot and more.   AGENDA: 00:00 - Is the Traditional CRO Dead in the Age of AI? 01:01 - Building the AI Sales Machine: Agents that Actually Generate Revenue 08:35 - Will AI Shrink the Sales Teams of the Future? 09:51 - The ElevenLabs Masterclass: Why We Set a 20x Sales Quota 11:00 - How to Structure Explosive Sales Accelerators 12:15 - Why You Should Stop Paying Commission on Pilots 14:00 - Customer Success: Is it 'Total Bullshit' or a Growth Engine? 16:15 - The 'Global-First' Fallacy: Why You Need to Open Every Market Now 17:23 - Why Startups Are Wrong to Ignore 20-Year Sales Veterans 19:15 - The Pipeline Construction Secret: Liquidity vs. Whales 24:30 - Forecasting the Unpredictable: How to Hit a $1B Revenue Target 31:55 - The Substitution Threat: Is AI Voice Just a Commodity? 34:10 - Verticalization Mistakes: Lessons from Scaling India 38:40 - The 'IBM Effect': Does Brand Actually Shorten Sales Cycles? 40:15 - Extreme Expectations: Why ElevenLabs is a Hard Company to Work For 42:15 - Internal Leaderboards: How to Use Public Competition to Drive Results 44:20 - Hunting the Obsessed: Identifying the 'Inner Psychopath' in Hires 46:40 - The SaaS Apocalypse: Will Companies Build Their Own CRM? 48:30 - Formula 1 Branding: The Mindset Behind the Audi-Revolut Deal 50:15 - Dinner vs. Conferences: Which Marketing Channels Actually Scale? 52:45 - Designing Un-Salesy Content: How to Run a Legendary Summit 54:20 - CVC Strategy: Turning Corporate Investors into Distribution Channels 01:01:45 - The Globalization Nightmare: Why You Can't Sell in English Everywhere 01:06:45 - Operator-Investors: Can You Be a High-Performer and a VC Simultaneously? 01:11:30 - Unit Economics in AI: Why Good Early Numbers Might Mean Failure 01:18:25 - The Next Wave: Why Foundational Model Consolidation is Inevitable  

What does it take to build a brand in B2B that people actually talk about? Udi Ledergor has a word for it. Courage. He was employee #13 at Gong. The first, and for a long time, only marketer. He joined when nobody had heard of them, with 11 paying customers and zero brand presence. By the time he stepped back, Gong was doing $300M ARR, had five of the Fortune 10 as clients, and had become one of the most recognisable names in B2B. He did it by building what he calls courageous marketing — the belief that attention only goes to brands willing to do something genuinely different. Not different for the sake of it. Different because playing it safe, copying competitors, and following the same templates everyone else follows is the surest way to be completely invisible. We sat down with Udi live in London, and the conversation went places we didn't expect.

Palm Beach County gets portrayed as sunshine and wealth, but that picture leaves out the families choosing between rent and groceries, seniors stretched by HOA hikes, and working parents who cannot keep up with prices. I sit down with Ruth Mageria, executive leader at Cros Ministries, to talk about the real mechanics of hunger and food insecurity and what it takes to keep neighbors fed with healthy food, not just something to fill a stomach.We dig into how a community food pantry actually works, why a food bank is different, and how USDA emergency food assistance and local donations move through a supply chain of trucks, warehouses, volunteers, and distribution sites. Ruth shares what Cros sees on the ground: rising demand that now tops the COVID era, first-time visitors during government shutdowns, and the quiet embarrassment people feel when they never imagined needing help. We also address tough questions about nonprofit accountability, audits, board oversight, and the common misconception that “a nice car” means someone is gaming the system.Then we widen the lens to Cros's Caring Kitchen hot meal program, homebound meal delivery, and gleaning, recovering fresh Florida produce that would otherwise go to waste. If you care about hunger relief, community partnerships, healthy nutrition, and practical solutions that scale, this conversation will give you both clarity and a path to action. Subscribe, share this episode, and leave a review, and tell us what your community is doing to close the gap.Support the showEngage the conversation on Substack at The Common Bridge!

My Free tools for sites and researchers: https://coordinare.co/My substack FREE: https://substack.com/@dansfera1?r=27gh4e&utm_medium=ios&utm_source=profileInato: https://go.inato.com/3VnSro6CRIO: http://www.clinicalresearch.ioMy PatientACE recruitment company: https://patientace.com/Join me at my conference! http://www.saveoursites.comText Me: (949) 415-6256Listen on Spotify: https://open.spotify.com/show/7JF6FNvoLnBpfIrLNCcg7aGET THE BOOK! https://www.amazon.com/Comprehensive-Guide-Clinical-Research-Practical/dp/1090349521/ref=sr_1_1?keywords=Dan+Sfera&qid=1691974540&s=audible&sr=1-1-catcorrText "guru" to 855-942-5288 to join VIP list!My blog: http://www.TheClinicalTrialsGuru.comMy CRO and Site Network: http://www.DSCScro.comMy CRA Academy: http://www.TheCRAacademy.comMy CRC Academy: http://www.TheCRCacademy.comLatinos In Clinical Research: http://www.LatinosinClinicalResearch.comThe University Of Clinical Research: https://www.theuniversityofclinicalresearch.com/My TikTok: DanSfera

What drives success at a clinical research site?Adam Roth, VP of Research Site Services, and Nick Finan, Director of Business Development and Client Management, share insights on site operations at CTI's Clinical Research Center. They discuss feasibility, patient experience, trust based partnerships, and why operational realism is key to delivering high-quality clinical trials. Throughout the conversation, Adam and Nick also explain how strong collaboration among sites, sponsors, and CROs ultimately drives better outcomes for patients.  01:00 Adam Roth and Nick Finan share their roles supporting site operations and sponsor partnerships at CTI.02:30 An overview of day-to-day site operations and resourcing throughout all phases of clinical trials.04:00 How feasibility, therapeutic expertise, and operational readiness guide trial selection.06:00 Why understanding patient and staff realities leads to better‑designed, better‑executed studies.09:30 Building long‑term relationships through honest conversations about consistency and delivery.11:00 How CTI preserves ethical boundaries while supporting productive collaboration.13:00 Using site experience to improve CRA training and organizational best practices.16:00 Why the strongest sponsor, CRO, and site relationships are built on shared goals.20:45 Reflections on teamwork, trust, and moving medicine forward together.

Let's call it what it is: most CROs in HR tech are flying blind on forecasting, and masking it with optimism, noise, and disconnected dashboards. In this episode, AJ Vaughan breaks down the uncomfortable truth: forecasting problems aren't pipeline problems; they're people, capability, and influence problems.He dives into why most CROs misunderstand influence entirely, how failing to deeply understand AE strengths is quietly killing predictability, and why “teamship” (peer-driven enablement) is the most underutilized growth lever in modern sales orgs.AJ also challenges CROs to stop managing static forecasts and start managing dynamic environments where team capability, buyer behavior, and internal alignment shift monthly, not quarterly.If you're leading revenue and still relying on surface-level metrics without understanding the human systems underneath them, this episode will hit.This is the operating system shift CROs don't want but need.

He joined when Snowflake had 0 customers, no CEO, and no website. The company was in stealth mode, he wasn't even allowed to list where he worked on LinkedIn.Twelve years later, Snowflake was doing well north of $4 billion in annual revenue.Chris Degnan was Snowflake's first sales hire and spent over eleven years as its founding Chief Revenue Officer, growing the company from zero to one of the fastest-scaling enterprise software businesses in history. He joined in November 2013 as employee number 13 and spent the early days cold-emailing thousands of people a week just to get meetings.He is now semi-retired, sitting on seven boards, and advising companies across Silicon Valley.Denise Persson joined Snowflake in May 2016 as employee number 120, when the company had $3 million in ARR and fewer than eight people on the marketing team. She had never worked at a company that small.She is still Snowflake's CMO today.Together, they have one of the longest CRO-CMO partnerships in the history of enterprise technology. They survived three CEO transitions together, multiple executive team overhauls, a global pandemic IPO, and a company that grew from a handful of believers to over 8,000 employees.They wrote a book about it. It's called Make It Snow.In this episode of Truth Works, host Jessica Neal sits down with Chris Degnan and Denise Persson to pull apart exactly how they built the sales and marketing alignment that most companies never achieve — and why most people in those roles don't last long enough to find out.They discuss:How Chris joined with no customers, no website, and no CEO — and why two French founders were the reason he said yesWhat Denise did on day one that built more credibility with the sales team than her entire resume hadWhy Snowflake was always a customer-led company, not a sales-led or marketing-led one — and why that distinction changes everythingThe 3am text message, the new CEO, and why every executive on the team was getting fired except the two of themHow they gave each other feedback that most colleagues would never survive — and why acting on it was the only way to keep getting itWhy heads of sales typically last 18 to 24 months — and what made this partnership last over a decade through four CEOsWhat the book Make It Snow gives founders, CMOs, and CROs that most go-to-market frameworks completely missChris Degnan and Denise Persson are proof that the tension between sales and marketing is not inevitable. It is a leadership failure — and it is entirely fixable.

Several important topics discussed including the crazyness of the 2026 sales hiring market. A dive deep into the current state of sales and marketing, exploring the surprising collapse of inbound leads and the chaos that's unfolding in the outbound world. The role of sales training and coaching in the modern sales organization, as well as the concerning trend of tool bloat across the industry. This episode is a must-listen for founders, CROs, VP of Sales, and sales professionals navigating the evolving sales landscape.

In this week's sermon we continue our leader to Easter by looking at what the cross tell us about God. After looking at what the cross tells us about ourselves last week, we turn to the book of Romans to learn more about God's love, grace, and justice. We're glad that you made it to this video! We're also available on Spotify and Apple Podcasts. For more information on our worship services or church as a whole, visit fbcwest.com

In today's conversation, former Chief Revenue Officer and private equity operating partner Bob Ranaldi shares why great revenue leaders focus less on static metrics and more on the trends behind them. In this segment, Bob explains why looking at a single month of pipeline or bookings can be misleading, and why CROs and CEOs need to study the progression of key metrics over time. He also breaks down how leading indicators like discovery meetings, pipeline growth, and conversion rates help leaders make better decisions before problems show up in the number. If you're a CRO, founder, or sales leader responsible for forecasting and revenue planning, this segment highlights why data trends, not snapshots, should guide your decisions. Bob Ranaldi is a former Chief Revenue Officer and current operating partner in private equity, where he works with portfolio companies to improve sales performance, leadership alignment, and revenue growth. He brings experience as both an operator and investor, giving him a unique perspective on what boards and CEOs expect from revenue leaders. Connect with Bob: LinkedIn Resources mentioned: The Qualified Sales Leader by John McMahon Get the Force Management framework for building predictable revenue and aligning leadership teams around the metrics that matter:  The Predictable Revenue Framework: Guide for Leaders Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

Guest: Steven Rosen, MBA — Founder of STAR Results and author of Focused: The Leadership Discipline That Protects Performance from Distraction A quick preview of our conversation with Steven Rosen. After 30 years coaching CROs and VPs of sales, Steven has a blunt message: if your numbers are off, stop looking at your reps and start looking in the mirror. Here's a taste of what he shared with John Golden. Key Takeaways: Most sales managers were promoted because they were great reps — then handed targets with zero leadership training. Performance doesn't collapse overnight. It erodes one small lapse at a time. The single best investment a company can make is teaching its managers how to coach. Quotes from Steven Rosen: "It doesn't collapse overnight. It erodes over time. There are leaks. Discipline is falling." "Performance breaks when standards stop being held — especially when you're under pressure." Listen to the full episode for Steven's complete framework on coaching, inspection, and the leadership enforcement spine. Links: Steven's website: https://starresults.com | Book on Amazon: Focused | LinkedIn: linkedin.com/in/stevenrosen

In this episode of The Top Line, host Chris Hayden speaks with Olive McCormick, Head of Quality and Qualified Person at Almac Clinical Services about why late‑breaking issues in clinical trials pose such significant risk — and what teams can do to prevent them. McCormick explains that operational misalignment, delayed communication, overlooked regulatory steps or misinterpretation of requirements under the new UK Clinical Trial Regulation can snowball quickly, putting both patient safety and organizational credibility at stake. She and Hayden discuss how sponsors, CROs and site teams can keep trials on track by establishing strong communication channels and maintaining a unified understanding of responsibilities as studies reach key milestones. McCormick stresses the value of proactive engagement and early insight into potential challenges, noting that waiting too long to identify or resolve issues increases the likelihood of disruptions. The episode calls on clinical research professionals to prioritize transparency, coordination and shared accountability. Whether you’re leading a trial or supporting one, the discussion offers practical guidance to help teams avoid the preventable setbacks that so often arise near the finish line.See omnystudio.com/listener for privacy information.

What starts with airport chaos and accessibility frustrations turns into a meaningful conversation about what it really takes to move rare disease research forward.Sean and Kyle kick things off with travel stories from their trip to Rare At Sea, including misplaced mobility equipment, inaccessible hotel setups, and the all-too-common surprises that come with traveling disabled. Then they're joined by Derek Ansel, who pulls back the curtain on the world of clinical research—breaking down what CROs do, why diagnosis matters so much, and how patients, providers, and industry all play a role in bringing treatments closer to reality.It's equal parts relatable, informative, and encouraging—mixing everyday disability experiences with a behind-the-scenes look at the systems, strategy, and people helping drive progress in rare disease.

In this episode of Culture Into Quota, AJ Vaughan tackles one of the most uncomfortable truths in HR technology and enterprise sales: most deals fail not because the product is weak, but because the organization isn't actually ready for it.AJ breaks down the dangerous gap between revenue expectations and market reality, explaining why founders, CROs, AEs, and even HR leaders often operate without the real operational data needed to make sound technology decisions. The result? Forced narratives, misaligned forecasts, and conversations happening with leaders who may hold titles—but not true decision gravity.This episode challenges HR tech revenue teams to rethink how they approach discovery, forecasting, and stakeholder alignment. It also calls on HR leaders to get closer to the real business problems inside product, marketing, and revenue teams before evaluating new technology.Key themes in this episode include:Why doesn't every C-suite title actually carry decision powerThe dangerous disconnect between board-level projections and real buying cyclesHow HR leaders can better align with revenue, product, and financeWhy authentic discovery matters more than product pitchingThe concept of decision gravity and how it shapes enterprise dealsIf you're selling into HR or leading HR inside a scaling organization, this episode offers a powerful reminder: before discussing tools, features, or demos, you must first understand where real business problems actually live inside the organization. This is Culture Into Quota - where leadership, culture, and revenue strategy finally meet in the same conversation.

When the relationship between a CRO and CEO breaks down, the symptoms show up quickly in the forecast, the sales plan, and ultimately the boardroom. Strong revenue organizations avoid that trap by anchoring leadership decisions in shared data, realistic planning, and constant communication. In this replay episode, John Kaplan and John McMahon sit down with former CRO and private equity operating partner Bob Ranaldi to break down what effective CRO leadership looks like from both the operator and investor perspective. The conversation explores how CRO-CEO alignment shapes company performance, why sales efficiency has become a defining metric in private equity environments, and why revenue leaders must take ownership of the forecast from day one. Bob Ranaldi is a former Chief Revenue Officer and current operating partner in private equity, where he works with portfolio companies to improve sales performance, leadership alignment, and revenue growth. He brings experience as both an operator and investor, giving him a unique perspective on what boards and CEOs expect from revenue leaders. Connect with Bob: LinkedIn Resources mentioned: The Qualified Sales Leader by John McMahon Get the Force Management framework for building predictable revenue and aligning leadership teams around the metrics that matter:  The Predictable Revenue Framework: Guide for Leaders Key takeaways from this episode:  00:00 – What strong CRO–CEO alignment actually requires and why frequent communication grounded in shared goals and hard data determines whether the partnership works. 04:30 – Why unrealistic revenue targets quietly create hiring mistakes, missed forecasts, and morale problems long before leadership realizes it. 12:00 – Why looking at a single quarter of metrics can mislead leadership teams and how five-quarter trends reveal the real health of the business. 24:20 – Bob Ranaldi's simple test for whether a CRO is operating with an owner mindset or just protecting their department. 31:00 – What new CROs often get wrong in their first 90 days and why early wins matter more than sweeping changes. 40:00 – A look inside the three groups every CRO inherits in a sales organization and how early wins turn the middle group into champions. 54:00 – What the best CEOs do differently when building leadership teams and why great leaders hire people they can learn from. Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

Most leadership teams believe revenue problems are strategy problems.They're not.They're capability visibility problems.In this episode of Culture Over Quota, AJ Vaughan breaks down one of the most overlooked drivers of revenue growth: leadership trust built through deep understanding of human capability inside the organization.When revenue stalls, executives often debate strategy, pipeline, product roadmap, or marketing spend. CFOs analyze numbers. CROs question sales execution. CMOs debate messaging. The board weighs in with perspective.But almost no one asks the most important question:Do we actually understand the full capabilities of the people we already have?AJ challenges revenue leaders, product leaders, operations executives, and middle management to rethink how they diagnose organizational problems. Most companies only understand employees through job descriptions and performance metrics—while ignoring the enormous layer of hidden skills, experiences, side projects, relationships, and learning happening outside of the role.That missing visibility creates dysfunction at the leadership level. Because when leaders don't know the real capabilities inside their organization, they can't properly diagnose problems, deploy talent, or trust the solutions being proposed.In this episode, AJ explores:Why leadership trust is directly tied to capability visibilityThe dangerous gap between job descriptions and real human potentialHow hidden skills inside revenue teams can unlock marketing, product, and growth breakthroughsWhy organizations must build living capability maps of their workforceHow documenting skills, learning, and expertise across teams changes how companies solve problemsWhy understanding who your people actually are is the first step to generating more revenueThe core idea is simple:Before leadership teams try to solve a revenue problem, they need to understand the full palette of human capability sitting inside their company.Because the answer to the next breakthrough may already be sitting inside the building.This episode is a call for leaders to rethink how they see their teams, how they measure talent, and how they build trust at the executive level.Culture drives capability.Capability drives execution.Execution drives revenue.Welcome to Culture Over Quota.