Nick Feeney

In the SDR army era, more dials = more deals. But volume doesn’t equal velocity. Turnover kills your momentum. And every new hire is trial-and-error. That’s where the GTM Engineer comes in. They’re able to scale results with automation and tools. But GTM engineers are expensive hires that need to understand: Orchestration, automation, data enrichment, sequence logic, deliverability, lead scoring, attribution modeling, webhook management, API rate limits, troubleshooting 15+ tool integrations, and all the complexity involved. You shouldn’t need a PhD just to grow your business. A GTM lead equipped with GTM-1 Omni solves this complexity. AI handles all the orchestration, automation, tools, etc. And the human focuses on: - Nurturing relationships - Talking to prospects - Building trust That’s how I see the next era of GTM. A world where relationships and trust come first. Powered by machines that handle the repetitive work.

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Love it Mark Phinick - very comprehensive guide for anyone willing to put the work in on BEHALF of the client! Joseph Shuster when he joined our little group called it "identifying the Latent Need" .... thing is to do this, you have to put the work in because it's not visible nor obvious, until it is :-) So this is where I always struggled because as a GTM leader, the management style I always ran was one where we could quickly understand our numbers, but instead of a cadence call with reps, we would spend time workshopping your topics about our clients prospects (which in cadence calls, no one is interested in). Great sales leaders do both and celebrate the latter the most. Second, question for you - I've always hated "sales plays" - they felt artificial, total bulls*$t, and just a way for ops people to look good or bad on a report. It's having a hammer looking for nails. Your approach and the "Latent Need" approach we used mean you apply your platform contextually to the client problem. Lazy organizations use "sales plays" - real ones have a platform strategy they can apply. Keep the posts coming - just love them.

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What if we’re celebrating the wrong sales leadership metrics? 🤔 ARR. ACV. TCV. Pipeline. Important, sure…but they don’t tell me if you’re a great leader. Here are the metrics that actually do 👇 (And funny enough… they never show up on a dashboard.) The 4 most underrated sales leadership metrics: 1️⃣ How many former reps would choose to work for you again? People don’t voluntarily sign up for chaos. If they’d run it back, you did something right. 2️⃣ How many reps have you promoted? Extra credit if you promoted someone out of your org or into leadership. That’s development, execution and advocacy coming together. 3️⃣ How many reps have earned multiple promotions after your team? That’s coaching that sticks, skills that travel, not just tactics for one market. 4️⃣ How many reps left for something better (by choice)? Low voluntary attrition + upward career trajectory = clarity, trust, and real growth. Let’s normalize these metrics. Because they tell you everything you need to know about a leader.

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It’s great when folks just “get it”. It’s not about a simplistic solution like Role Play or Coaching alone. Diagnose the skill gaps Predict where those gaps will erode revenue Prescribe the custom built assets That’s Predictive Enablement™️ 🔥🔥

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One of the biggest opportunities I see in sales enablement: focus on one key initiative per quarter. Not three. Not five. And not “enablement content by the pound.” Step 1: Work closely with sales leadership and RevOps to identify the single performance gap that, if closed, would have the greatest impact on sales. Step 2: Have the sales leader — not enablement — communicate the initiative at the start of the quarter on an all-hands call. Start with the 'why', then explain how it will roll out and how success will be measured. Step 3: Roll out the program — locally, regionally, or nationally. Step 4: Reinforce the program in national all-hands, regional, and local team meetings. Highlight key takeaways from the initial rollout and, especially, early success stories. Peer evangelism is a powerful and underused lever for behavior change. Step 5: Share metrics, remaining gaps, and wins. Step 6: Don’t move on until the performance gap is truly addressed. Too many sales and enablement teams jump to the next fire drill before confirming the last mission was accomplished. Nail the big rock. Stop checking the box on pebbles.

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2025 marked a shift. Many RevOps leaders were treated as true C-suite leaders, part of boardroom conversations with CEOs, CFOs, Sales, and Customer Success. If you think this suddenly happened in 2025, you’re wrong. This has been building for years in SaaS. What changed from 2024 to 2025 was visibility. Over time, more companies quietly realized they needed someone who could see the full picture. Sales optimizing for quota. Marketing optimizing for pipeline. Customer Success optimizing for retention. Finance optimizing for efficiency. Everyone doing their job well, yet the system still felt fragile. RevOps emerged to connect those dots. At first, it was operational. Then analytical. Now, it’s strategic. That shift shows up clearly in how companies are structured today. The numbers back it up. ↳ Nearly 73% of companies now have a dedicated RevOps role operating at the C-suite level, working closely with COOs, CEOs, and CFOs. ↳ 94% say RevOps is getting more attention from executive leadership, and 98% say the scope of RevOps has expanded over the last few years. At some point, boards stopped asking for more reports and asked a harder question: “What’s actually going on here?” RevOps could answer that, because it’s the only function that sees targets, territories, compensation, process, and outcomes together. That’s how RevOps entered boardroom conversations and that distinction matters. In all these years, many RevOps leaders built credibility by surfacing problems clearly. Incentives that pushed the wrong behavior. GTM structures that looked good on paper but broke in practice. Too much dependence on hero performance. That work mattered. Now in 2026, it goes deeper. Boards won’t be satisfied with diagnosis anymore. They’ll want decisions. Not “we’re tracking it better.” But “this is what we’re changing.” That means touching compensation. Rethinking territory design. Simplifying GTM structure. Making tradeoffs. Owning the consequences. In 2026, RevOps will be measured on both sides of the coin: by how well it explains the system, and by whether the system actually behaves differently in favor of the business. That’s the role now.

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

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