Jared Robin ⏭

Helping Founders & GTM Leaders Go-to-Market Collaboratively | Founder of RevGenius community of 40k+ GTM leaders | Startup Advisor | “The most important thing you can do in sales and life is be a homie” - Bloomberg

The loudest don’t win. The most resonant do.
I help founders turn audiences into movements.

I’ve seen how resonance scales:
•Built RevGenius from 0 → 55,000 members & 7-figure revenue in 3 years
•Scaled multiple startups from 0 → 7 figures, including 2 exits
•Advisor to 12+ SaaS startups

,I work with founders & GTM leaders to:
•Clarify their POV so it resonates
•Build audiences & communities that compound
•Spark movements that define categories

If you’re ready to grow by resonance, not noise, let’s connect.

Writer

Launched a newsletter helping Founders, Fractionals and GTM Leaders go-to-market collaboratively.

I'm deleting 10,000+ LinkedIn connections.

Here's why:

I hit the 30k connection limit and realized most of them don't see my content and I don't see theirs. The algorithm buries us to each other.

I'm shouting into a void of people I haven't talked to since high school or past jobs. They're doing the same to me.

So I'm trimming down to the community I'm actually building with - people in the trenches of revenue, growth, and go-to-market. Founders building the future of their spaces.

It's not personal. It's about making this platform work.

Resonance > noise.

(Using LeadDelta to bulk remove because doing it one by one was brutal. No affiliation.)

Community is the ultimate leverage.

Jared Robin

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I help founders create markets, not fight for them 🏴‍☠️

I had no job, no money, and a 380 sq ft apartment in the East Village.

So I sent 300+ LinkedIn DMs a day with one simple ask: "Want to join an inclusive sales, marketing, and RevOps Slack community?"

10%+ said yes. That's 900 people a month.

It worked because I struck a nerve. Covid hit, people were isolated, and every other community was either exclusive to leaders or wasn't really a community at all.

I saw the gap and built something different- a place where everyone belonged.

RevGenius took off. 1,000-3,000 new members joined a month once word of mouth spread. The vibes were immaculate.

It started with a 27-person LinkedIn group chat that was so active the app crashed multiple times a day. I moved everyone to Slack and went all in.

That chair between the windows? That was my office for a year. I was surviving on unemployment, drinking too much coffee, staying up too late.

But the mission mattered more than my job search.

5 years later: 60,000 members.

Grateful I never stopped building.

It only took me 10+ years on LinkedIn, but I did it! Hit 50k followers.

Been on LinkedIn prospecting since I first got into tech. 

Since, I've seen a MASSIVE evolution in gtm & the platform:
- from not being allowed to 'social sell' to a key motion
- from tons of cold dms to building content.
- from prospecting to building community
- from climbing sales ranks to solopreneurship
- from manual work to automation to ai
- so much more

Through this platform I built a community of 55k revenue professionals. 
Through this platform I built a new career path for myself.
Through this platform I built a professional friend group unlike any I could have imagined.

Thank you all for contributing to over 50k followers here, 80k on our company page and more importantly, being a part of the change.

Here's to the next 50k 🚀

I've known Leslie for a few years now. And she just continues to level up.

Watched her launch her own business.
Watched her drive amazing results for her clients.
Watched her build her brand and speak everywhere.

And now, if that wasn't enough...

Watched her write a book that soared to the top of the charts.

She invited a bunch of incredible GTM leaders (and friends) to a luncheon last week which she hosted.

Hung with the homies Joshua Bailey, Jacob Fleisher, Katrine Reddin 🦕, Julia Carter, Ben Bartolone and so many more as vibes flowed. 

As wonderful as the book "Profit Generating Pipeline' is (a USA Today top 50 bestseller), Leslie is way better. 

I mean look at her energy in the background supporting Josh and I homie-ing it up :)

Appreciate you to the moon.

I help founders stand out from the noise 🏴‍☠️

When the homies Michael Petery & Benjamin Douablin invite you to dinner, you show up.

Had a blast talking about wild investment stories, the data space, and thinking differently.

Loved getting a chance to also hang with Jacqueline-Amadea Pely, Charles Crnoevich, Santtu Koivumäki, and David Walker, a group of tremendous revenue leaders building the future of GTM.

Big props to FullEnrich for going into a commoditized space and forging a new category (data optimization?)! 

Shout out to Wegmans Food Markets too - who knew they could launch a Michelin Star restaurant in a prime location?!

GTM is hard. Building a community of leaders gives us all the support we need.

Thinking about creating new markets to make going to market less noisy is the added sauce.

I want to start hosting some dinners in NYC. Who's in?

I had zero fashion experience. Zero magazine experience. I was 30 years old. 1 year later I was being invited to 40+ fashion shows a season and was in line to become an ambassador to Korea.

Here's what happened in between:

I launched Deux Hommes Magazine with my co-founder Carlos. We were newly obsessed with menswear. We wanted to make money eventually, but first we wanted to build something that mattered.

At the start, we wrote about the same mainstream brands all the big publications covered. We weren't being seen, and honestly, our content wasn't as good as theirs. How could we compete? Did we even want to?

Everything changed when I walked into Shop Untitled, a boutique in the West Village. The entire store was filled with brands I'd never heard of. Avant-garde designers I'd never seen in any major magazine.

And the fashion was better.

I took photos of every label. Hit Google. Found more boutiques, more designers, more incredible work that nobody was covering.

These brands wanted exposure but couldn't get it- too young, no PR budgets, no connections. The big mags ignored them.

I found our niche.

For the next four years, we built a team of writers and editors from schools like Parsons. We featured exclusively emerging designers. I was making $0 and working 40 hours a week on this- on top of my day job.

After a slow start, things clicked.

We hit 10k monthly readers. We threw the biggest men's NYFW party. Top trend forecasters followed us. Design schools discussed our work. We won international fashion film awards.

We stopped competing where we couldn't win, and solved a problem nobody else would.

I showed up for dinner. I left with proof that everyone complaining about outbound just sucks at it.

John Basar is a killer (to the right of me) - 30-40 meetings booked a month at HockeyStack.

The dude crouching in the middle of the front row?

Meet Gautam: 200 meetings booked in his first 6 months. 

Over 50% of meetings booked via cold call. Savages.

I went to this dinner last week expecting a nice meal and to hang with the spectacular company I advise. I ended up with a lesson in outbound.

And its not just these 2. It's the whole team. 

Discussed hiring, outbound, and so much more. Learning a ton.

Alex Choi and Emir Atli (Hiring AEs) have this team humming. 

Had an amazing time hanging with the homies Lily Roosevelt, Amulya Vadrevu, Daniel Garcia and so many more.

What I love the most about Hockeystack is they are absolutely crushing the inbound game. And, yet, they have taken the time to make sure their GTM doesn't end there. 

Oh ya, and they are building something different than those in the 'attribution' space (where they started). 

Don't let the gurus tell you outbound is dead. It's alive and well for those that know what's up.

Join the movement.

LFG 🏴‍☠️

Clay gets a 30-40x multiple. Most data companies get 3-5x.

Same revenue. Wildly different valuations. Here's why:

GTM has 3 metrics that matter - not just revenue.

1. Drive actual revenue

This goes without saying. If it's not consistently filling the pipeline and closing deals, it's theater. Brand plays and awareness matter, but only after you've proven you can make money.

But doing this alone? You're playing in somebody else's category and subscribing to the average valuations thereof.

In the data space, hit $10M ARR and you'll get a 3-5x multiple. That's solid - but it's not 10x.

And it certainly isn't 30-40x like Clay.

The reason? You're capped by the category leader's potential.

Clay didn't just build better data tooling. They built orchestration, a system for action. They sculpted a new space. Time will tell how big it gets, but they're not competing on data multiples anymore.

2. Expand category potential

Whether you're creating a new category or redefining an existing one, marketing needs to create hunger for the problem you solve. When you frame, name, and claim a category - demand converts to revenue automatically.
Airbnb didn't compete with hotels. 

Uber didn't compete with taxis. Salesforce didn't compete with on-prem software.

They found problems with the old way and built solutions that created a bigger pie.

The markets for each FAR surpass the original "competing" space. And they've owned it ever since.

3. Increase company valuation

Investors don't buy what you've done. They buy what you could become.

Marketing shapes the story of massive category potential and positions your company as the inevitable winner.

Category kings get higher valuations (Clay, Airbnb, Cursor) because the categories they create are expected to build exponentially bigger pies.

The metrics - revenue growth, customer growth, margins - just validate the bigger vision.

Props to Christopher Lochhead 🇺🇸🇮🇱🏴‍☠️ for first exposing me to this framework.

When you align your entire GTM team on these three metrics - not just sales on revenue - you stop competing in someone else's category and start building something that actually matters.

Down with silos. 🏴‍☠️

8 pm yesterday - we won Thanksgiving.

Grateful for:
- a family that doesn't take themselves too seriously
- a partner who supports me endlessly
- a network and community that are friends first
- the privilege to be able to put it all on the line
- all the texts yesterday with folks I lost touch with
- my beautiful nieces who are so funny and fun
- my health, food on the table, and roof over my head
- whoever took this photo (still unknown)
- being able to build on a tremendous foundation
- the leftovers we have for weeks because we cooked too much

Drop a 🦃 if you also ended up horizontal by 8pm. 🤣

This week a company made me schedule a 45-minute discovery call with an SDR to buy payroll processing. For one employee.

I was looking for a new payroll provider this week. Just for a single employee company.

Expected the process to be quick and easy. Nothing to negotiate, no unique integrations needed - just needed to understand who could do the job.

Payroll processing.

And maybe to see if I was eligible for PEO. No site would confirm or deny if I was. (Note: it’s not rocket science, it’s based on employee opt in count)

Here’s what buying payroll looks like in 2025:

All 3 websites: No clear pricing. No details on PEO eligibility. All required I speak to someone.

Company 1- called me right after I submitted the form - startled me in a way I welcomed. The challenge? She needed to coordinate with 2 other reps depending on the program(s) I required. That would lead to another call just to get the answers I needed. That call - you guessed it - would have to happen on another day.

Company 2- (who I already work with for our international contractors) required I coordinate schedules with 2 reps which took a couple days of back and forth on email. They had the best solution for me but required an annual contract which was a non starter. No flexibility or desire to escalate. We’ve worked with them for a few years.

Company 3- the 45 min inbound SDR meeting. Filled out the form on their site. Got a calendar link. Realized I couldn’t get a same day call. Scheduled this 45 min call for the next day.

45 min calls may be the worst.

WTF would a company want anyone, let alone inbound SDRs, chatting for 45 mins call 1?

I just had 2 basic questions.

Waited the day. Hopped on the call.

They asked me “where I was calling from” on Zoom. Fuming.  I can’t be the only one that hates “canned” small talk?

Here are MY questions - I qualified myself out in 3 mins.

The process I had to go through for a simple purchase showcases a massive problem with the legacy buyer journey.

This doesn’t just happen with payroll. I’m seeing it across the board.

It works the way a company has structured it to work.

Not the way a buyer actually buys.

This is the perfect example of a movement that’s needed.

Who’s going to lead it?

Just got off a call with 2 founders saving their clients between 50-90%+ on tech stack costs alone. And that's not even including savings from employees they don't have to hire and time they don't have to spend.

This is the future - autonomous gtm.

Today you 'can' build whatever you want in tools like n8n but it requires a technical person who needs to spend hours building workflows who ends up babysitting them daily because of breaking points.

Most companies don't have that resource nor time (or costs) needed to stitch together dozens of point solutions. 

Just because you have a collection of point solutions with AI in it, doesn't mean your whole system you are building is autonomous.

Often the ai just optimizes the point solution (if that) and not the whole system. 

They've built tools like rb2b, birddog, usergems, and so many more in a matter of minutes in the same system. Easily unifying the data and workflows.

Cost savings? 

On just building rb2b, 60% or more. 
On unifying all the systems? multiples in time and revops manpower.

For a Series A (soon to be B) company they work with 50% savings month 1.
For another company, who's stitching many tools together? 90%

Allowing revops to not need to be systems babysitters? 
Priceless. Now they can become growth strategists.

Companies are using a system of record, a system of action, and theirs. Maybe one day they'll replace one or both of them too.

This is what an autonomous future looks like in gtm.

🏴‍☠️

6sense just changed from intent data to signals.

Note: their product is seemingly the same. They just changed the wording.

I'm just trying to make sense of how 'revenue marketing' differs from regular 'marketing'. It's a thinker...

Do you even vibe bro? Over 400 GTM leaders have signed up for Vibe Week:

1.  Masterclass: Learn how to build custom agents in n8n - Today
2. Vibe GTM Hackathon - Thursday

Explorium came to us wanting to help more GTM leaders learn how to build in AI.

So we put together this incredible week to make it happen.

Omer Har CEO of Explorium x Jane Farris Head of Data Science at Explorium are helping us with the fundamentals in building custom agents in n8n today.

And on Thursday we have a competition with about $5k in prizes ($1k Amazon Gift Card + Explorium credits). 

If you're going to flex your workflows, may as well make some guap doing it - https://lnkd.in/eaf9grCR

the 'modern gtm stack' puts too much onus on the operator - lots of tools, workflows, moving parts, and expenses to manage. 

the 'future gtm stack' will be less tools with at least the same (probably more) power.

clay is the closest thing today to it for sure. but some other point solutions are often still required.  tomorrow you'll be able to do way more in a single system.

plus there will be ai at core so truly autonomous gtm will be possible.

Ron Hubsher

Sales Optimization Group

Ron Hubsher is CEO of the Sales Optimization Group (www.salesog.com), an international sales and sales negotiation consulting and training organization. The company assists clients in financial services; technology, professional services and manufacturing accelerate sales by using its patented sales and negotiation methodologies and tools. Some of their clients include Google, ADP, Xerox, Comcast, Oracle, Morgan Stanley, GE, Thomson Reuters, Kimberly-Clark,  3M, Prudential,  ADT, Walgreens, Columbia Business School and others

He has over 25 years of sales and sales management experience. Mr. Hubsher is the architect of numerous proven processes and methodologies to optimize and accelerate sales and negotiation success, many of which are on file with the US Patent and Trademark Office.  

Mr. Hubsher is the author of the book “Closing Time: The 7 Immutable Laws of Sales Negotiation”

http://www.salesog.com

Managing Director

Forbes Coaches Council

As an executive member of Forbes Coaches Council, a community of top business, leadership, executive and career coaches, I regularly contribute thought leadership to Forbes.com on issues related to Negotiation, Sales, Sales Management and Sales Negotiation

Management Executive

Harvard University

Guest Lecturer. Invited to speak at Harvard Law School and Harvard Medical School on negotiation best practices

Guest Lecturer

Sales Enablement Society

The Sales Enablement Society was started when 16 leaders from marketing and sales backgrounds met in Tysons Corner, VA (Washington DC Area) in February of 2016. Since then our group has evolved rapidly from a series of meet ups to a volunteer organization dedicated to promoting and elevating sales enablement as a strategic function. We are defining, debating, and taking firm positions about the sales enablement function in order to establish standards for our rapidly emerging profession.

Visit us at: www.sesociety.org

Founding Member

Ron Hubsher is CEO of the Sales Optimization Group, an international sales and sales negotiation consulting and training organization. The company assists clients accelerate sales and sales negotiation success by using its patented sales and sales negotiation methodologies and tools. 

Some of their clients include  Google, Oracle, Xerox, ADP, GE, Kimberly Clark, Walgreens, 3M, Adobe, Morgan Stanley, Prudential,  Thomson Reuters, Comcast, ADT, FIS, Columbia Business School and others.

He has over 25 years of sales and sales management experience. Mr. Hubsher is the architect of numerous proven processes and methodologies to optimize and accelerate sales and negotiation success, many of which are on file with the US Patent and Trademark Office.  

He is regularly asked to participate, contribute, present and share his sales and negotiation thought leadership at many conferences and with publications including the BusinessWeek, LA Times, Inc. Magazine, Selling Power Magazine,  America Marketing Association, Columbia Business School Alumni Association, Wharton Alumni Association, University of Chicago Graduate School of Business Sales Leadership Roundtable, National Association of SBICs, Marketing Executives Network, Webex, SAMA, and others.

Prior to the Sales Optimization Group, Mr. Hubsher was in sales management at a leading on demand CRM provider UpShot (acquired by Siebel, acquired by Oracle) where he helped companies accelerate sales and negotiation performance. A former Management Consultant with Booz, Allen & Hamilton, Mr. Hubsher has worked with and provided thought leadership for Fortune 500 companies on their sales, negotiation and business strategies

Mr. Hubsher is the author of the book “Closing Time: The 7 Immutable Laws of Sales Negotiation”

He holds an MBA from Columbia Business School and a Bachelor of Science degree in Operations Research from Columbia University. 
.
rhubsher@salesog.com
650.520.9849



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