Rex Galbraith

What did I learn about Commerce Chain at Conga Connect? A lot. Let me break it down. CPQ. Pricing Optimization. CLM. Document Automation. Most companies treat these as separate tools. Conga just connected them into one Commerce Chain — running end to end from CRM to ERP, with no handoff chaos in between. Conga CEO David Osborne nailed why it matters: "The same principle applied to physical goods by supply chain; why can't we apply that to commerce operations? This tangled web of disconnected workflows is the enemy of growth." And the numbers back it up: 🔴 93% of businesses say deals don't flow smoothly from sales → pricing → contracting → finance 🔴 Only 8% are confident their pricing decisions will hit the mark 🔴 45% of sellers have lost deals to slow approvals Meet AiMe, Conga's AI agent built specifically for the Commerce Chain, introduced by Rohit Chhabra, Chief Product Officer. AiMe doesn't just serve one team. She powers every role: ✅ AiMe for Sales — faster quotes, smarter product recommendations ✅ AiMe for Legal — contract risk surfaced before it compounds ✅ AiMe for Admin — self-serve, no IT dependency ✅ AiMe for Rev Ops — margin protection, what-if analysis ✅ AiMe for You — because every role in the chain matters One AI. Every role. One Commerce Chain. Where Commerce Lines Up. 🎯 Stay tuned for updates on Inspire Customer Awards with measurable business outcome. #CongaConnect26 #CommerceChain #AiMe #CPQ #CLM #PricingOptimization #RevenueOperations #AI #CongaPartner To stay current with the latest trends in #Technology and #Innovation, Subscribe to 👉 #CXOSpiceNewsletter here https://lnkd.in/gy2RJ9xg or 👉 #CXOSpiceYouTube here https://lnkd.in/gnMc-Vpj

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The three questions I am most asked by people in enterprise sales are: 1.     How do I find, identify, and hire high-performing sales pros?; 2.     How do I overcome price objections?; and 3.     How do I compete against a “do nothing” decision? I have thought a lot about the first question and came up with 30 traits that I look for that are included in my AWARD WINNING first book "Above Quota Performance." https://lnkd.in/gQsJbPwS. In the article attached, I focus on the first 15. I enjoy reading and responding to your comments and suggestions.

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Salespeople overriding system pricing can cost distributors over a thousand basis points, or roughly ten points of margin, compared with system pricing. This is the real cost of unmanaged pricing. For over a decade, we have worked with Epicor to address this challenge directly within the ERP. The Strategic Pricing Module gives distributors the ability to manage pricing at the SKU level and puts guardrails around overrides to ensure pricing is aligned with market realities. It provides data-driven guidance that allows teams to make pricing decisions with confidence while still giving salespeople flexibility where it makes sense. Now is the time for distributors to ask whether their pricing architecture is aligned with the market. Relying on outdated practices like last price paid or simple cost-plus rules leaves margin on the table. Learn more about the Epicor Strategic Pricing Module powered by SPARXiQ: https://lnkd.in/eJcvSPNj #StrategicPricing #Distribution #EpicorERP #PricingOptimization #DataDriven #B2B

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Distributors often overestimate what a successful pricing system really looks like. Getting more revenue into a matrix is a good start—but it’s not the goal. The real test is how pricing holds up under pressure—when reps override, when margins erode, or when large accounts distort the data. If you’re not monitoring overrides, leakage, and customer-level performance, you’re missing the full story. Marshall Lehr does a great job highlighting this in the clip. These metrics give a clearer picture of pricing execution—and whether your system is truly performing or just in place. In pricing, visibility and accountability aren’t optional. They’re what separate good systems from great outcomes.

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Trying to “sell” a DSO that doesn’t share your values? Good luck. 🫡 If your Ideal Customer Profile is a DSO that values accountability, commitment, and data-driven growth... you better show up with the same standards. Great sales isn't about convincing. It’s about MATCHING. → A company that values trust, clarity, and follow-through → A customer that values responsibility, insight, and execution That’s alignment. That’s where success starts. The really hard pill to swallow? Even if you somehow get the DSO to sign and start doing business with you, if they don't align you'll waste precious energy and time trying to change them into something they're not. This kind of partnership flames out fast. 💡 Takeaway: Before you pitch, ask: “What values do we need to share to be successful together?” Then qualify on that, not just budget or need. #dso #dental #dentalindustry

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Sales training doesn’t change behavior. Live deals do. 🟥🟥🟥 THE PROBLEM 🟥🟥🟥 Most enablement is: • Conceptual • Hypothetical • Forgettable Reps nod. Nothing changes. Revenue stays flat. 🟨🟨🟨 THE SHIFT 🟨🟨🟨 Behavior only changes when: ✅ Real deals are reviewed ✅ Real money is at risk ✅ Feedback is immediate The deal becomes the classroom. Training becomes unavoidable. Skills + Revenue improve. 🟩🟩🟩 ACTION 🟩🟩🟩 If you’re a #CEO or #CRO who needs to see change in sales outcomes ▶️ LET’S TALK ◀️ Macy T. and I can tell you how #Rev(X) Win Rooms make learning & winning deals the same thing. ---------------------------------------------- Dedicate even a portion of your annual budget you'd use for the same old sales training to test Rev(X) Win Rooms and you'll finally see change. In skills. In behaviors. In revenue outcomes. Reasonable monthly subscription, no commit, cancel any time.

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“We’re not sure we want to sell. We just want to see what happens.” That mindset costs leverage. In DFW, buyers feel seller hesitation fast. Here’s what happens when a seller “tests”: • Price floats high • Showing feedback gets ignored • Adjustments are delayed • Momentum fades • Days on market increase Days on market is not neutral. It becomes negotiating power for buyers. If you list, you commit. That doesn’t mean reckless. It means structured: • Clear net sheet before listing • Defined timeline • Pricing aligned with response strategy • Plan B, including a Guaranteed Cash Offer Testing invites drift. Structured sellers control outcomes. You don’t have to rush. But if you list, list to win. We’re always open to a conversation. #FlowerMoundTX #DFWSellers #TheCliffFreemanGroup

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From Salesforce 360 Blog of July 25, 2024 "50 Sales Statistics that Reveal How Great Teams Sell," comes these statements:   -86% of business buyers are more likely to buy if companies understand their goals. -But 59% say most sales reps don’t take the time to understand them.   Having directed sales and used Salesforce, I have a healthy respect for these folks.     So, what do you think it looks like when sales reps take the time to understand customers???   Would a sales rep first have an attitude of sincere interest in helping a customer achieve their goals? Would they prepare themselves with questions aimed at understanding the customer, their needs, desires and goals? Would they shut up and listen intently to what the customer has to say?   In my experience starting off with that right attitude brings about the right questions and the best connection with the customer and their responses.   Once I grabbed hold of these three concepts many years ago, my sales career exploded.    What are your thoughts and experiences?   #workshops #keynotes #servantselling #questionbasedselling #positivity #relationshipsales #questionforgroup

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EBVS – Engagement Based Value Selling Sales isn’t about pushing products. It’s about creating value through engagement. Understand, connect, deliver – that’s the EBVS way. #SalesLeadership #ValueSelling #BusinessGrowth #SalesStrategy

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Sellers: Buyers don’t want to talk to you. I know... it was a tough pill for me to swallow too. The reality is that buyers are in the driver's seat, and software purchases will be made on their terms. They aren't going to jump through your hoops just to see a demo. We just analyzed 6M+ product experience interactions for our 2026 B2B Buyer Behavior Report.. and the signal is clear: **Engagement alone doesn’t drive revenue. Momentum does.** THE REPORT: If you want the PDF, comment "Buyer" below. I’ll send the PDF directly to your inbox without requiring you to fill out a form. THE DATA Here is what revenue leaders can no longer ignore: 🎯 Precision over Padding: Average demo view time is 5:14. Buyers skip the filler; if you don't get to the point, they're gone. 💪🏾 The Power of the Group: Adding just one stakeholder increases deal attachment by 35%. Adding 7+ stakeholders? It jumps to 92%. 🫱🏼‍🫲🏾 The Engagement Threshold: Buyers who engage with 9+ demos close at 55%+. That’s an 8–10x lift over the "wait and see" approach. 🔁 The Replay Signal: Demo replays are up 41%. Nobody re-watches a demo for fun—they’re validating their decision. 🤖 The Automation ROI: Manual demos cost between $288–$330 each. Top enterprise teams are saving $40M+ by automating the early stage. 📈 The shift is simple: Stop counting views. Start engineering momentum. Let’s give buyers the experience they actually deserve. https://lnkd.in/gWXR8keB

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Leaders close deals. Followers get ghosted. Selling at DPF Guys is not enterprise software, but the anatomy is the same. You are guiding someone through an unfamiliar decision with real operational consequences. When a shop or a fleet chooses us, they are choosing uptime, compliance, and trust. That is never a casual purchase. I’ve watched deals fall apart in seconds. Not because of competition or confusion. They die the moment a rep surrenders the wheel with a line like, “So what do you think we should do next.” The buyer hesitates. The energy drops. The deal evaporates. It happens in every industry for the same reason. The rep thinks they’re being respectful. What the customer hears is uncertainty. At DPF Guys, we don’t sell by hoping. We lead. When reps end calls with things like: • “What makes sense to you from here” • “Where do you want to go next” • “How do you want to proceed” They unintentionally signal that the buyer knows the road better than the expert. But we’ve guided hundreds of shops and fleets through cleaning programs, mobile service plans, aftertreatment recoveries, and long-term maintenance strategy. Many customers are doing this for the first time. The people who win here know the next move before the call starts. They close with something like: “Based on what we walked through today, here is what I recommend. Let’s set a short follow up with you and your service manager next week so we can map out a cleaning rotation and walk through how our turnaround times fit your workflow. I’ll bring a tech lead to cover equipment questions. Does that feel like the right next step” That is leadership. It clears the path. It builds confidence. It makes saying yes easy. And the same applies when someone explores a DPF Guys franchise. Prospects want clarity on territory planning, startup support, training, equipment, marketing, and ramp to profitability. They don’t want to lead the discovery. They want someone who already knows the terrain and can guide them through it. Selling is leadership. If you don’t know the next step, the people involved, and the reason behind each stage, you’re reacting instead of directing. The ones who lead close deals. The ones who wait get left behind.

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Salespeople: you are getting the Economic Buyer all wrong! The economic buyer is the final point of approval to release the money. Sometimes they sign the agreement, but not every time. The signatory may or may not be the economic buyer. Sometimes you talk to them, but not every time. You can close a lot of business without talking to the economic buyers directly, although ideally you would. Sometimes they are very connected to the problems your product solves for. And sometimes they are not. There's one thing that's always true. When your agreement is out for signature, there is a series of approvals that needs to take place. The very last one is the economic buyer. This reality dictates the sort of information you need to gain during the sales process. For example: 1. What has your champion purchased in the past? What was that process? Who was involved? 2. Where does the money come from? Is there an existing budget with extra wiggle room that we can draw from? Or do we have to wait for the budget cycle? If that's the case is it a rolling budget cycle, quarterly, annually? When the executive leadership team makes a decision to move forward with a vendor, how does the money get allocated to it? 3. What have you seen get rejected? Why was the request for money rejected? Who was involved in that approval process? What was different about it than stuff they got accepted and approved? Past behavior is the best predictor of future behavior. By understanding the details of initiatives which were funded versus initiatives that were not funded, you will be able to align your actions as a salesperson to increase your probability of winning the deal. #economicbuyer #salesprocess #budget

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Is your CPQ capable of supporting separate sales motions? Mary Wike, VP of Sales Ops at Quilt Software, scaled quoting operations while preserving the unique GTM motion of two parallel brands. With DealHub.io CPQ, Quilt were able to create a shared, scalable quoting foundation that adapts to each brand's needs. Read the full story here 👉 https://lnkd.in/dUY7xGE2 #SalesOps #GTMmotions #CPQflexibility

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Price isn’t as important as you think. As salespeople, we usually care far more about price than our prospects do. I used to struggle with this a lot. The six-figure numbers I was quoting felt huge. Because they were… to me. That was the mistake. I was making it about myself. £100k feels massive to an individual. But to the right company, it’s pocket change. Especially if it solves a £1m problem. I was reminded of it this week. We’d had snow and the kids were desperate to go sledging. Problem was, we didn’t have a sled. And most places we're sold out. When I finally found one online for click and collect, my first thought was: That’s a rip-off for a cheap bit of plastic. And it was. But I still bought it . Because it wasn’t about the sled. (it's never about your product) It was about the moment. It could be the one chance we get for ages as it very rarely snows here. Excited kids desperate to sledge down a hill. And in that moment, the price barely mattered. The value was obvious. Could I have saved a few quid by not buying or getting one from Amazon to come in a day or two. Sure. Was that worth risking the chance to get out in the snow and create memories together. Of course not. And that’s how price really works. When the pain is big enough. Budget magically shows up. That’s why price objections are rarely about money. They’re about whether what you’re offering is solving a big enough problem.

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5 Moves to Win 2026 (3/5): Your Biggest Competitor? Your Own Sales Process Most sales orgs say they have a methodology. Few execute it with rigour. That gap is costing you revenue. Top-performing orgs know it’s not just about choosing a framework (MEDDPICC, Challenger, SPIN). It’s about: ✅ Building a bespoke playbook around how your buyers actually purchase ✅ Embedding it in CRM with clear stage gates and fields ✅ Ensuring consistent adoption through coaching, reviews, and enablement What World-Class Looks Like: Snowflake embedded MEDDPICC into Salesforce, tracking stage conversions and running weekly deal reviews - win rates jumped and sales cycles shortened. At Unity we paired process discipline with culture - mentoring, peer coaching, and ensuring every rep lived the playbook. How to Drive Mastery: 🔹 Align incentives with process compliance, not just closed deals (pay more if the process is followed 100%) 🔹 Use dashboards to track where deals stall (Champion? Paper Process?) 🔹 Bake process into daily rituals: forecast calls, pipeline reviews, QBRs 🔹 Reinforce constantly with enablement, competitive talk tracks, and coaching 👉 Bottom line: Building a great process is only half the battle. Winning in 2026 means ensuring your team executes it flawlessly - every deal, every week. #5MovesToWin2026 #EnterpriseSales #SalesLeadership #MEDDPICC #Challenger

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The Characteristics of a GREAT Sales Comp Plan: 8 proven rules for incentivizing your salesforce 1. Sales reps must understand it within five minutes When it lands in their hands, they must be able to clearly understand how their efforts link to getting paid. They shouldn’t need a spreadsheet to run a scenario. It should just make sense. 2. Each component of the plan needs to be significant enough on it’s own I’ve lived this scenario, and the earned secret is sales reps aren’t going to get out of bed for 10% in the morning. It’s small enough that they will think they can make it up through the first two elements. And it isn’t large enough for them to believe overachievement will lead to an outsized impact on the aggregate plan. 3. The plan’s length aligns with the product’s procurement cycle Net net, annual quotas, in my opinion, align company and rep incentives over a medium term time frame that cuts out a ton of the short term headaches. 4. The number of deals required should align with your ACV The quota and deal velocity need to align. While the quota amount may make sense, there may not be enough hours in the day. I call this sales rep math. 5. Spiffs should move the middle of the pack, not the top or bottom Most spiffs don’t work. Many times they end up being a mechanism to just pay reps more money for doing the same work they were going to do anyway. As a check, Spiffs should never make up more than 10% of your overall commission stack. And even that’s generous. Ideally they represent single digits of payouts. 6. Comp plans must go out in the first month (or sooner) The best way to not hit your Q1 goals is to wait until March to hand out plans. Ambiguity kills momentum. 7. You can’t pay people until they sign their comp plan Otherwise you don’t actually have a contract. 8. Com plans should align with your cash goals Your payment terms at the customer level need to align with the payment terms for reps. They don’t need to be exact, but they should be in the same ballpark. For example, you don’t want to have net 90 payment terms for the customer but you pay reps commission on a monthly basis as soon as the booking is inked. That’s negative float. Get the complete guide: https://lnkd.in/guw6w6fz

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Chomps is snacking on success with NetSuite. Find out how faster financial processes and increased business visibility is helping fuel growth for the business. https://lnkd.in/d7_PP2Tg

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Salespeople who can't prospect their own opportunities can't call themselves a top 1% salesperson no matter how good their close rates are. Is that true? Closing inbound takes a specific set of skills Closing outbound takes a specific set of skills Prospecting takes a specific set of skills If you aren't top 1% in all 3, can you call yourself a top 1% salesperson?

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