What Type of Questions are High Performing Sales Executives Asking Companies in 2026?
There has been a fairly tangible shift in the primary questions we typically see
There has been a fairly tangible shift in the primary questions we typically see
In software and SaaS companies the product roadmap rarely remains static
Selling AI requires a different mindset and approach
Sales compensation is one of the most consequential decisions a revenue leader can make
There is an organizational move that takes place in sales organizations that results in a seemingly high failure rate
Crossing $10 million in Annual Recurring Revenue is one of the most fulfilling milestones in SaaS
The fintech landscape has matured dramatically over the past few years. After a decade of hypergrowth, a funding correction, and accelerating regulatory pressure, the buyers sitting across the table from software vendors today have amended their approach to vetting and utilizing products and services.
Across technology, manufacturing, financial services, and an array of other fields, quota attainment rates are in a multiyear slide. Why this is happening and what some sales leaders are doing to address it.
Fintech is not SaaS, which is a crucial distinction given the number of leaders who employ a standard software commission template, launch it company wide, and spend the next year tending to churned enterprise contracts, compliance violations, and a sales team optimized for bookings that never convert to healthy revenue.
For most of the twentieth century, space was a government monopoly. Economics were essentially irrelevant because the customer was the public sector. Commerce, if it existed at all, was little more than a footnote. That is rapidly being replaced by a construct organized around services, subscriptions, and recurring revenue.
Until very recently, a Sales Development Representative’s day followed a general format that entailed opening a spreadsheet of leads, dialing numbers, dropping voicemails, and filling out the forms in the CRM being used. Today, that process is being automated in seemingly rapid fashion based on recent studies and the number of calls I receive that are becoming harder to tag as AI.
For half a century, selling to space essentially meant winning a government contract. The procurement cycle was long, the paperwork was immense, and the buyer pool was minimal. If you weren’t in the Lockheed, Boeing, or Northrop ecosystem, you largely were playing from behind from the onset. The recent appearance of the current launch revolution has changed that considerably, particularly in the low orbit sphere.