The bench operates across $0 to $100M+ ARR, covering the operating complexity that appears once deals require procurement review and multi-department sign-off instead of a single buyer.
Direct reports credit him with leading a sales team's shift toward larger, more complex accounts, sharpening cold outreach specifically to win bigger clients rather than more of the same size.
Pete Koomen, who took Optimizely to $100M ARR, breaks down the enterprise funnel for founders with no prior sales background.
Enterprise deals typically involve six to ten decision-makers across IT, procurement, finance, and the C-suite, each evaluating on different criteria. Covers the shift from single-buyer tactics to account-based, multi-threaded selling.
Stakeholder mapping across economic buyer, champion, technical evaluator, and blocker, plus the "champion bottleneck" that stalls deals when a rep has no direct line to most of the buying committee.
Compares MEDDPICC, Solution Selling, Sandler, ValueSelling, and Account-Based Selling against specific deal situations, for matching methodology to the actual stall pattern rather than defaulting to one.
What changes structurally once a deal exceeds SMB scale: formal procurement processes, multi-stage technical demos, shared digital sales rooms replacing single-thread email follow-up.
Covers the full cycle: account research, buying committee composition, and why enterprise cycles typically run 6 to 18 months given contract size and procurement complexity.
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