Brent Adamson is a world-renowned researcher, author, presenter, trainer, and advisor to B2B commercial executives around the world. 

He is the Co-Founder of both A to B Insight, a B2B sales and marketing research, advisory, and training company, as well as Co-Founder of Qoos, providing B2B sellers micro-guidance and AI-guided coaching, seamlessly embedded within HubSpot CRM.

Brent's next book, The Framemaking Sale, is available Sept. 9, 2025.

Known as having the “biggest crystal ball in B2B sales,” Brent is the co-author of the best-selling, industry changing The Challenger Sale and The Challenger Customer.  He is also a frequent contributor to well-known business publications, including the Harvard Business Review, featuring his recent articles, “Sensemaking for Sales” and “Traditional B2B Sales and Marketing Are Becoming Obsolete.” 

Across the last 19 years, Brent has been privileged to work with some of the greatest thought leaders in B2B and B2C sales and marketing, building and leading exclusive communities of highly progressive commercial executives.  Known as a world-class facilitator and speaker, Brent has presented to tens of thousands of commercial leaders both in-person and virtually all over the world, ranging from executive leadership teams to large keynote audiences.  

Especially well known for his passion for “productive disruption,” Brent served as the “chief story teller” for CEB, now Gartner’s, sales, marketing, and customer service practices from 2003 to 2022.  Across that time, Brent’s research has focused most closely on the critical, boundary-spanning intersection of selling and buying, seeking to understand the rapidly changing nature of effective commercial collaboration.  Most recently, Brent and his colleagues at CEB, now Gartner, have introduced industry-leading concepts such as Buyer Enablement, Sense Making, and Customer Decision Confidence. 

A native of Omaha, Neb., Brent joined CEB, now Gartner, from the University of Michigan’s Ross School of Business where he received his MBA with distinction. Prior to that, he served on the faculty of Michigan State University as a Professor of German and Applied Linguistics. In addition to his MBA, Brent holds a B.A. with distinction in political science from the University of Michigan along with M.A.s in political science and German, and a Ph.D. in applied linguistics from the University of Texas. Brent resides in Leesburg, VA with his wife, two daughters, and rescue dog.

Brent Adamson

I Help Change the Way Intrapreneurial Chief Revenue Officers and CIOs, Turn Their CRM From Friction to Fuel so They Can Outgrow Their Competition.

Chuck Ingram

The biggest thing holding our growth back wasn’t sales.

It was ownership.
And if you’re a Microsoft seller, you’ve seen this pattern.
The first call is great.

IT is engaged.

Everyone’s aligned on why change matters.
Then the deal drifts into:

• How many users

• Which modules

• Timeline and scope
Necessary? Yes.

Deal-accelerating? Usually not.
Here’s the hard truth I learned building CongruentX:
Deals don’t stall because of features.

They stall because no one owns the outcome.
For a long time, I thought the constraint was headcount.

We just needed more sellers.
Meanwhile, partners and clients kept telling me:

“I love working with you. Why doesn’t your team talk like 'you' do?”
What they meant was simple:

My team was running a process.

I was unconsciously framing a future.

That changed when we brought on a seller who talks to clients the same way 'I' do (probably better)

On early calls, he does something different.

He asks the client to imagine us on stage together a year from now.

What changed in the business?

What changed for the CRO?

What changed for the reps?

What changed for RevOps?
Then he pulls out a simple artifact — about 25 lines — and maps how we get there together.

Not a project plan.

A pathway to outcomes.
And he keeps coming back to it.

Helping the buying committee make decisions against results, not steps.
That’s when it clicked for me:
Headcount wasn’t the constraint.

Ownership was.
If you’re selling Dynamics, or Copilot, this matters:

• Committees don’t buy modules — they buy confidence

• Champions don’t need features — they need a story they can defend

• Execs don’t want scope — they want to know what’s different after go-live
When sellers own the outcome — not just the motion — deals move faster.

And scale looks very different.

Question for Microsoft sellers:

How are you helping your deals stay anchored to outcomes not features or hours once the process kicks in?

I Change the Way Intrapreneurial Chief Revenue Officers and CIOs, Use AI and CRM as Fuel so They Can Outgrow Their Competition.

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Brent Adamson

Chuck Ingram

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The Battle

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