Kyle Norton

📈 CRO 📈 @ Owner.com (Hiring), SaaS GTM Advisor & Investor

As CRO for Owner.com, Kyle leads a team of world class go to market professionals who help independent restaurants grow their direct, online takeout and delivery channels. He currently owns the sales, partnerships, onboarding, demand gen, revenue operations and enablement portfolios.

Kyle is also a Limited Partner (GTM Fund, Stage 2 Capital), Advisor, and Angel Investor for several SaaS-focused funds and startups, where he shares his insights and expertise on scaling, selling and servicing SaaS products.

Additionally, Kyle is a founding member and Co-Chapter Head of the Toronto chapter of Pavilion, a global community of revenue leaders and operators and host of the Revenue Leadership Podcast.

💥 Owner.com Sales Open House 💥 

I'm in town next week and hosting a Sales Open House on Thursday, January 15th, 2026 at 6:00-8:30 PM ET! 

Come check out our brand new Toronto Sales Hub located at 185 Spadina Avenue, 3rd Floor, Toronto for an evening designed specifically for early career sales professionals in the community, with a special focus on Sales Development Reps (SDRs) and Business Development Reps (BDRs).

🗣️ Hear directly from those who’ve done it and what it really takes to go from XDR → AE → Leadership
🤝 Networking with local sales professionals
🍕 Food, drinks and opportunity to meet like minded folks in your sales community!

🚀 Drop in & meet our team, mingle with other sales professionals in Toronto, and be part of this amazing sales community!

If you’re planning to attend, please fill out the registration form below to secure your spot.

📈 CRO 📈 @ Owner.com, Host of the Revenue Leadership Podcast & SaaS GTM Advisor & Investor

🏢🏢🏢 I'm hiring an Office Coordinator! 🏢🏢🏢

With our beautiful new Toronto HQ now humming and a massive sales hiring push underway (20+ reps in the next 75 days), we need someone exceptional to help make this office run like a well-oiled machine.

Owner.com is on a roll right now and we're gearing up for a transformational 2026. A big part of that transformation is building a world-class in-person experience for our Toronto team.

I'm looking for a proactive, detail-obsessed Office Coordinator who takes genuine pride in creating a space where people love to work.

What you need to know about this role at Owner:
🌍 You'll be the heartbeat of our Toronto office. From ordering supplies to coordinating catering to greeting guests — you're the person who makes the magic happen behind the scenes.
🎉 You'll help plan and execute incredible events. Team lunches, offsites, team-building activities — you'll be instrumental in bringing our culture to life.
🛠️ You're tech-savvy and solutions-oriented. Wi-Fi acting up? Conference room AV issues? You're calm, resourceful, and get things sorted.
💙 When we say we're customer obsessed, that extends to our internal team too. You genuinely enjoy creating a welcoming, seamless experience for employees and visitors alike.
🏆 We hold a high bar. This is a performance culture and we expect effort and outcomes. There's pressure in that but you also get to be part of a winning team.
💵 We pay competitively. $96,000 – $127,000 CAD base plus a generous pre-IPO equity package.
🚀 Low ego, high ownership. You're willing to jump in wherever needed — nothing is beneath you and nothing falls through the cracks.

As always, I'm really grateful for the incredible candidate volumes we receive on applications but it's really tough for us to get back to the right candidates in a timely manner. With that in mind, please only apply if:
1️⃣ You have prior experience in office coordination, office management, hospitality, or similar operational roles.
2️⃣ You're genuinely warm, service-oriented, and take pride in creating an exceptional office environment.
3️⃣ You're organized, detail-obsessed, and can juggle multiple priorities without dropping balls.
4️⃣ You are located in Toronto or can relocate. This is 100% in-office.
5️⃣ You're comfortable working beyond standard 9-5 hours when events require it and can handle light physical tasks (we've got an office move coming up!).
6️⃣ You friggin LOVE operations and are energized by solving problems, building systems, and making people's work lives better.

If this sounds like the type of environment that you want to be a part of, shoot me a message and apply below.

I noticed something at 10:30pm last Tuesday that I can't stop thinking about.

One of our Biz Ops team members requested a Slack app install for a side project. It was 1:30am his time. No deadline. No one breathing down his neck. 

He was just excited to build.

When I looked at Slack, there were a bunch of other people online for the same reason. Including me.

I've been accused of being a workaholic but this is something fundamentally different. Psychologist Robert Vallerand's research actually names it: harmonious passion vs obsessive passion. 

Both drive long hours. Only one is sustainable and improves performance.

I recently asked one of our senior product leaders what separates 10X engineers from the rest. I assumed he'd say decision-making or grit.

His answer: "Love of the game."

Some people just can't stop thinking about their work. They ruminate on problems in the shower, on walks, at 2am—until they crack it in some elegant way. You can't train that. You can't incentivize it with comp plans.

Elena Verna once said her job is her hobby. I think we've accidentally built a company of people like that at Owner. And I'm realizing it might be one of our biggest competitive advantages.

In this week's newsletter, I break down: 
→ How to screen for this in interviews 
→ How to attract these people 
→ How to keep them (hint: let them cook)

Link in comments 👇

Here's an uncomfortable truth that actually led to the most unsubscribes I've gotten on a newsletter 😅 

If your RevOps function hasn't fundamentally transformed in the last 24 months, you're already losing. 

Not "at risk of losing." Already losing.

I'm watching a massive divergence happening right now between companies that get this and companies that don't.

The companies pulling ahead share three things:
1. They fixed their data foundations first.
Most companies are trying to bolt AI onto a messy CRM. That's like putting a Ferrari engine in a car with square wheels.

At Owner, we made Snowflake our system of record (not CRM) and put tons of resourcing against data quality. AI is only as good as the data underneath it.

2. Their RevOps leaders think like engineers.
The RevOps leader who isn't in Claude Code, doesn't understand data architecture, and isn't shipping experiments weekly? They're going to be replaced by someone who can.

This isn't me being harsh. It's just the new baseline.

3. They understand the flywheel.
A 4% efficiency improvement doesn't sound sexy. But it compounds into faster growth → more product investment → stronger brand → better talent → more efficiency.

Our reps are 3-4x more efficient than competitors. That gap isn't closing. It's widening.

The conventional wisdom of "let's wait and see how AI plays out" is going to get companies killed.

The reckoning is already here.

I unpacked all of this in my newsletter this week, including what I think needs to change with sales engagement platforms (hint: they need to be rebuilt from the ground up).

Harry Stebbings asked me a question after we wrapped my 20VC episode:
“Who are the best Seed stage founders you’re working with?”

I gave him one name. 

David Patterson-Cole, Founder of DataLane, and made the intro right there.

Last week, DataLane announced their $22.5M Series A led by 20VC.

Here’s why I put my reputation on the line with Harry:

At Owner, we sell to mom-and-pop restaurants. If you’ve ever sold to local businesses, you know the pain.

Your reps spend 30-40% of their time manually researching accounts. Google listings. Yelp pages. Facebook. 

Stitching together data that’s outdated a month later.

It’s slow. It doesn’t scale. And it crushes your unit economics.

David lived this exact problem. He started a food delivery app in college selling to the same restaurants we serve today. He couldn’t find the data he needed then—so he built the solution now.

That’s founder-market fit.

We were Datalane’s first customer and the results for us have been tremendous. 

DataLane is a key factor in the efficiency of our GTM machine.

Better data. Better targeting. Faster reps. More revenue per headcount.

Simple math.

Congrats to David, Ganesh, Harry and the entire DataLane and 20VC teams. 

This is only the beginning.

If you sell to local businesses, talk to them.

A bunch of us at Owner have gravitated to Claude Code over the last few months so this was very confidence building to see!

We’re entering a new era of GTM from ChatGPT > Clay > Claude Code. Here’s how I see the change…

Neil W.

CEOs call me when ok is not good enough - Fractional CRO @revenue•x | Founder @PORCH

Revenue is everything and nothing else matters.
Revenue solves all problems.  

But to get it in today’s market - it's all about execution. 
GTM execution is the only moat anymore. 

And if you don't know how or don't have a team that gets sh!t done, you are in a heap of trouble. 

Most consultants and advisors are full of ideas, but suck at getting things done. You don’t need more ideas. You need people who can lead and execute and get sh!t done.

Neil / weitzmanGTM provides hands-on and specific guidance to build your GTM function and revenue. 
Get sh!t done.

To learn more, check out www.weitzmanGTM.com or DM me.

--

I am also the Founder of PORCH - an exclusive club for international and immigrant entrepreneurs for the personal side of the journey (the stuff that accelerators don’t do). To learn more about the PORCH, check out www.porchcommunity.com.

--

I try my best to...
- Punch up and go high when others go low 
- Admit mistakes
- Follow logic and reason
- Stick to the POP principles (Passionate, Optimistic, Perseverance).
- Keep my 100% Say/Do ratio

Co-Founder and Executive Coach

Your blueprint for starting and growing your fractional or consulting business.

Being a salesperson in 2026 is probably the hardest job to have right now.
I've been in sales for over 2 decades now.                                                  

And, here's what I see people dealing with right now:

You need to hit quota, run perfect demos, qualify every lead, forecast accurately, personalize everything, and somehow build real relationships.

All while your buyer barely wanted to take the call in the first place.

And you're supposed to do all of this in 20 minutes.

Meanwhile:

Your CRM is a mess.
Your sales process doesn't actually work.
Your product barely works and people are not raving about it.
Your training was done once two years ago and never updated.
Your comp plan keeps changing every quarter.

And you're being told contradictory things every single day:

-"Be authentic" but "stick to the script" 
-"Focus on helping them" but also "close this deal by Friday"
-"Take ownership of your pipeline" but also "don't deviate from the process"

You're managing constant product updates, inconsistent messaging from marketing, pressure from leadership, and trying to stand out to buyers who've already ignored 50 emails just like yours this week.

No wonder good reps are leaving.
Not because they can't sell.

But because they're exhausted from trying to sell around a broken system instead of with one that actually works.

Here's the truth nobody wants to say:

Sales isn't struggling because reps aren't hustling enough.

It's struggling because too many companies are asking their teams to deliver complex deals at lightspeed with zero support.

I'm tired of pretending this is fine.
Reps don't need another "mindset" webinar.

They need:
-Systems that actually help them instead of slowing them down 
-Real training that's relevant to what they're selling today 
-Leaders who understand what it takes to close deals in this market

Stop blaming your sales team.
Start building something that sets them up to win.

🤙Neil Weitzman

Getting sh!t done | GTM Operator - Fractional CRO | Founder of PORCH

I know at least 4 people that have almost no money. The B2B LinkedIn world is great at celebrating wins but we can do more to help others. 

I recently read a story about a 15-year-old girl named Emma. 
Her mom was at the kitchen table crying over a $340 electric bill. Out of a job and broke with payday was a week away.

“Mom, what’s wrong?”
Emma's mom was honest and Emma just walked to her room, and came back and handed Mom $160 from her babysitting money.

"I’ve been saving for homecoming. But we need lights more.”
Mom broke down crying. 

The next day, Mom heard that Emma told her friends what happened. 
“My mom works two jobs and we still can’t keep the lights on. System’s broken.”

By end of day, many of Emma's friends had Venmo'd and Zelle'd $5, $10, $20 with messages like “My Dad went through this” and “We know how this feels"

Mom's pride wanted to refuse it, but Emma said, “Mom, they WANT to help. Let them.”

The electric bill got paid. The lights stayed on. 
Emma taught us that asking for help isn’t weakness. It’s human.

This evolved into the "The Utility Club" - teens with part-time jobs donated $5 or $10 a month into a pool and when someone's family hit a crisis the pool gave them the money. No questions, no shame. Anonymous.

Apparently this has grown and helped dozens of families in need. 
Bad things happen to good people all the time and its nothing to be ashamed of. 

---

This got me thinking about the B2B community - founders, sales reps, GTM professionals

For all the excitement and $, it's tough as hell out there.
- Founders often bootstrap and barely survive. 
- AEs / BDRs lose their jobs often and its hard as hell to get news ones. 
- CROs and CMOs job tenure is short. 

Your LinkedIn feed is full of "Open to Work" banners. 
Behind polished headshots are founders and sales and marketing pros sitting in the dark wondering how they are going to get through the next month.

If you don't know the feeling of not knowing where your next $ is going to come from, you are one of the few. Count your blessings. 

Sometimes the best of us need a hand up during a time of crisis. 

Hunter and I and our PORCH 💚 Foundation (Not For Profit) have decided to do something to help.

LAUNCHING SOON.
Stay tuned.
Reach out if you want to help.

I’m happy to share that I’m starting a new position as fCRO at Forward Arrow Solutions + Technology!

The other day I was thinking about all the times my kids asked me to play…
and I said yes.

Not because it was convenient.
Not because my calendar was clear.
But because I knew those moments don’t come back.

Back then, I didn’t make excuses. I didn’t hide behind meetings or pretend urgency. I just closed the laptop and went.

Now they’re older and more independent. Then don’t need me much. 
They are less likely to ask.

And that’s the part no one warns you about.
You spend years grinding for “someday.”
Then someday arrives… and the window you ignored is already closed.

I’ve spent a lot of time around founders and revenue leaders, as a fractional CRO, I see this pattern constantly.

We’ve built this weird culture where people think being busy and unavailable equals being productive. “Im sooo busy!”

I don’t believe in that.

Success that costs you your relationships isn’t success.
And leadership that requires people to hide their lives isn’t leadership.

So here’s how I think about it now, both as a parent and as a fCRO:

Do the work.
Do it well.
Take responsibility.

And when your kid asks you to play… you go.
Pick them up from school. Have lunch with your parents.
Call your mother. Take the random Tuesday afternoon off and go for ice cream.

Life isn’t something you squeeze in after the work is done.
It’s the whole point of doing the work in the first place.

If this year is about anything, let it be this:
Build a career you’re proud of and a life you don’t regret living.

I am partly saying this to remind myself - I’m far from perfect and spent way too much time working when I was younger and often still do. 

I want this to be my obituary.

If you’re a sales rep with a “busy” pipeline and no closes, read this.

That moment where you should’ve asked:
- about budget
- about decision-makers
- about real urgency
- about whether this deal should even exist

Instead, you stayed “polite.”
You stayed “helpful.”
You stayed busy.

This is Sales Ducking.

Sales Ducking is when you avoid the hard conversations and replace them with safe activity.

It looks like:
> sending another follow-up instead of asking for a decision
> doing “more research” instead of making the call
> updating CRM instead of qualifying the deal
> letting prospects “get back to you” without a timeline

You feel productive.
But nothing actually moves.

Why Sales Ducking is dangerous:

Pipelines look full but aren’t real

👉Deals stall late
👉Forecasts miss
👉Reps stay stressed and confused

Not because they’re bad at selling.
But because they avoided clarity.

Here’s how to stop Sales Ducking:

• Ask the uncomfortable question early
• Qualify harder than you pitch
• Disqualify faster than you follow up
• Treat clarity as kindness, not confrontation
• Remember: avoiding friction now creates pain later

Top performers aren’t smoother talkers.
They’re braver ones. They don’t duck. They lean in.

If this hit a little too close to home, you already know which conversation you’ve been avoiding.

That’s the one to have next.

Founders, let's be honest - You’re not the product. 2026 didn’t ship a new version of you.

You didn’t become a better CEO when the clock turned 12 on new years eve.
Your GTM didn’t fix itself because you said “this is our year” in an all-hands.
We need to stop posting "new year new me" and start doing the boring work that actually drives growth.

If your sales motion was sloppy in December, it’s still sloppy in January.
If your pipeline math didn’t work last quarter, the date didn’t repair it.
If you avoided hard conversations, the calendar didn’t suddenly give you courage.

Real growth is about repeating the same uncomfortable actions until they stop feeling uncomfortable. It’s kind of boring. 

Serious CEOs spend more time executing than announcing.

They don’t just say “we’re going to be more disciplined this year.” 
They show it in tighter forecasting, more focus, better discovery, and fewer pivots.
They don’t just rebrand. They change behavior.

If you want to improve, start fixing fundamentals.
Stop planning and start taking action.

Founders who win don’t wait for motivation.
They are disciplined operators, even when it’s boring and hard, and even when nobody’s watching.

Revenue doesn’t care about your mindset post.
It responds to consistency, clarity, and execution.
It responds to Getting sh!t done!

Don't work so hard to be a unicorn Founder that you become a donkey of a Dad or Mom.

Getting sh!t done to grow | GTM Advisor - Fractional CRO / Operator | Founder of PORCH

7 years ago I became a founder and nobody told me these 7 critical lessons. 

When I started weitzmanGTM I didn't have much of  a plan.

I had confidence in myself and a belief that an honest direct get sh!t done approach was what CEOs needed. Not more advice. 

What I didn't expect? The lessons that came with it

Here are 7 real lessons from 7 years as a fractional CRO:

1. Most CEOs don't have a sales problem. They have an execution problem.
I've walked into companies where the CEO says "fix our sales team" and within a week you realize the real issue is no clear ICP, broken messaging, and no system to track the business. 

2. You can't fractional your way into a mess. 
I took on a client who wanted results but wouldn't give me access to their Slack, or team or data. I walked away, best decision I ever made. If a CEO isn't ready to let you in, you can't help them. 

3. Saying no is your superpower
I turned down a deal that would've been my biggest retainer. The founder wanted me to implement a sales process I knew wouldn't work for their business. They went with someone else, the company shut down 8 months later. Your reputation is built on the clients you don't take

4. Speed matters more than polish
One of my best engagements started with a CEO who said "I don't need perfection, I need progress.". We ran experiments fast, some worked, some didn't, but we learned quickly. The companies that win aren't waiting for the perfect plan. 

5. Fractional isn't about being part-time
Being a fractional CRO means you need to move faster, make bigger decisions with less time, and leave behind systems that work without you. It's harder than full-time in many ways, not easier. 

6. Your network is everything
I've closed deals because someone I helped 3 years ago recommended me. This business runs on relationships, period.

7. The work is worth it.
There are hard days but its rewarding as hell when you get a message from a CEO saying 
"we just closed our biggest deal ever" or "you changed how we think about sales" or just
“Thank you”.

I do everything in my power to help them succeed. It’s not a “scope of work” where every new question means a contract change. I treat their business like their baby. No, I treat their business like my baby. 

weitzmanGTM turns 7 in 2026. To every CEO or Founder who trusted me and let me get my hands dirty, and every person who referred someone my way - love.


More GTM insights here: https://lnkd.in/eN7BWyJb

This person needs some help. Help them ✴️ Claudia Roussel!

ON Midnight to Millions we had someone who was overwhelmed by their manager's demand for "volume with quality". 

It's "humanely impossible and draining to research 100 accounts and send 100 hyperpersonalized emails in a day. 

Claudia broke it down in her chat with me and 🏄🏼‍♂️ Scott Leese 


P.S this and more from our Midnight to Millions 24 hour event 
https://lnkd.in/eHdbNqRf

More GTM insights at GTM or GTFO: 
https://lnkd.in/eN7BWyJb

GTM is tough as hell out there and execs are exhausted and hungry. Exhausted by all the bullsh!t and hungry for real discussion and real connection. 

- AI this and AI that
- too many tools, too many surfaces
- not enough human in the human anymore
- guaranteed ROIs
- quality vs quality
- 87,432 new tools that i should for sure use

There is more noise than there has ever been. 

This is how you break through the nose;
Actual human discussion (go figure)

The Mission: The GTM playbook is being rewritten in real-time.
I am bringing together 25+ of NYC's top GTM execs for a curated and tactical dinner. We will dive deep and learn from each other. Attendees will share;

↗️ EXPAND - what are you doing more of in '26

✅ ENDURE - what’s working and you will continue to do

☠️ EXPIRE - ruthlessly cutting legacy tactics that no longer serve us.

This isn't a passive networking event. 
Sure attendees will get an awesome free dinner, new relationships and learning, but...

they also need to add some value 😃. 

Attendees will receive a bit of pre-work to prepare for a moderated discussion

​The Details:
• ​Who: Executive level GTM Leaders (Founders, CROs, CMOs, Sr. RevOps) from Seed to Series E.
• ​When: March 10th
• ​Where: New York City (Venue TBA)
  
Let me know if you want in... 
APPLY here to join the waitlist: https://luma.com/ouy0zxow

Just smart people, great food, and honest GTM dialogue.

Partnering with a few amazing companies and leaders who will be there with me.

Pod - Patrick Monnot 🐙 
QuotaPath - AJ Bruno Ryan Milligan 
Aligned - Meredith Chandler 
INLAB - Alex Fram-Schwartz

I was talking with a CEO (well known brand, company >$100M) who asked me "What's the biggest mistake you see in GTM right now?"
I didn't hesitate.

"Most companies think they're selling. They're not. They're just annoying people who aren't ready to buy yet."

He looked confused.

Him: Wait, isn't sales how we make money?
Me: Nope. nurturing is how you make money.

Here's what I mean: 
At any given moment, only about 3% of your market is actually ready to buy.

The other 97%?
Half don't even know they have a problem  
40% know they have a problem but aren't doing anything about it 
7% are researching and figuring out who to trust

Most GTM teams treat all prospects like they're in that 3%.

They send the same pitches, the same follow ups and the same tricks. 
They pester people until they get annoyed. 
Then wonder why deals don't close.


People hate being sold before they feel understood.

Revenue doesn't come from pushing harder. It’s from showing up early, being helpful, and staying visible without being annoying.

The top companies right now aren't closing better. They're nurturing better.
They build trust quietly while everyone else is sprinting after quick wins.

So by the time someone's ready to buy, the choice feels obvious.

If your GTM strategy only works when someone's ready to buy today, you don't have a sales problem. You have a nurturing problem. Fix that and everything changes.

The CEO's response?
"Can you talk to my VP of Sales and my CMO about this?"


More GTM insights here: https://lnkd.in/eN7BWyJb

Hot damn. Your sales stack is probably costing you deals.

Not because the tools are bad.
Because they don't talk to each other.Because it takes way too much time to learn them 
Because it takes way too much time to tab switch constantly
Because your reps are spending more time managing software than building relationships.

We need to stop playing tech Jenga with our sales stack.
Too many tabs. Too much breakage. Too little selling.

Here’s exactly what I would do for the next company I work with:

1. Kill the tab circus
→ Prospecting in one tool
→ Sequencing in another
→ Dialer somewhere else
→ CRM to log it all
→ Meeting notes scattered everywhere

I’d stop having reps spending 3 hours a day just switching contexts. 
I’d use one tool to do it all. Yes there isn’t one tool that is perfect at everything but the efficiency and time savings to allow my reps to focus on more human discussions and less admin and data work is HUGE!

2. Stop paying the integration tax and the “swivel chair workflows”
→ No more RevOps team acting as API mechanics
→ Fixing broken syncs
→ Chasing missing data
→ Building workarounds for workarounds
→ No more copy-paste between tools
→ No more "did I log that call?"
→ No more losing momentum switching apps

Make sure everything flows.

3. I’d make sure I gave AI actual data to work with
→ Ensure data was cleaned at the start - put the work in
→ No more data trapped in 8 different places
→ No more Context lost between systems

Use one AI system that can actually see what's happening - everywhere.

4. 95% of my reps time MUST be focused on selling
→ Old School Tools: 40% of reps time on admin, data/tech work of one type or another  
→ New Tools: Auto-logging, research done for you, smart follow-ups, deal summaries

Take the team from data entry clerks back to revenue generators
I have changed my mindset 
From - choose the best tools in every category (end up with 10 tools)
To - choose the tool that can do everything you need in the quickest and most efficient way

Ultimate Goal = maximize sales reps time in CONVERSATIONS.

I'm playing around with Reevo and geez louise, I'm going to recommend this hard to my next client. 

𝘞𝘩𝘢𝘵’𝘴 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘢𝘯𝘯𝘰𝘺𝘪𝘯𝘨 𝘱𝘢𝘳𝘵 𝘰𝘧 𝘺𝘰𝘶𝘳 𝘤𝘶𝘳𝘳𝘦𝘯𝘵 𝘴𝘢𝘭𝘦𝘴 𝘵𝘦𝘤𝘩 𝘴𝘵𝘢𝘤𝘬?

There is a big logo deal I still think about years later. Talking to the right person. Multiple great calls. All the signs pointed to WIN. But alas…

It just slowly stopped moving.

No dramatic loss, no competitor announcement, no clear no. Just longer gaps between replies, softer language around timelines, and eventually silence.

At the time, I told myself the usual things.
“They went dark.”
“Budget probably shifted.”
“Timing changed.”
“Maybe they didn’t like my jokes”

But the truth is, I did not actually know what happened.

Looking back the signals were there. 
A stakeholder quietly stopped joining meetings. 
Next steps became vague instead of concrete. 
“We will get back to you” 

Momentum faded quickly and I was too far in to see it. 
Hello happy ears (happens to the best of us!)

That deal did not die overnight though. It drifted.

That goodness for technological progress. 

Tools like Pod can help me, no, TELL ME what is going on with my deal. 
It tells me what I have missed and it tells me how to actually win the deal

Even the best salespeople get happy ears and make mistakes.
If you are one of the best - tools like this can help you get 15% better.

If you are NOT one of the best.. and not using POD. 
Well, I wouldn’t want to be ya.

Data used properly provides the clarity you need when it matters. 


P.S Super proud to be an Advisor to Patrick Monnot 🐙 and POD. 
P.P.S this is NOT the guy who I lost the deal to - Paul Cushman he would never beat me in a sales challenge!

I audited a sales team and found a 12% invisible tax on their $2M payroll. It wasn't taxes or benefits. It was the cost of elite AEs acting like private investigators.

Most CROs try to fix a revenue miss by hiring more people. 

But adding more "input" to a high-friction system doesn't lead to more revenue, it just leads to more expensive waste.

When I review a growth forecast, I don’t just look at the quota. I look at the Unit Economics of Effort. 

Most CROs focus on the "Front-End" (Hiring) or the "Back-End" (Closing). But there is a silent middle-market tax that destroys most plans before the quarter even has a chance to get started.

I call it the Friction Tax.

When’s the last time you asked your team how much time they spend looking for data to help them do their job? 

Or even worse, are they even looking? 

Maybe they are just using the 7 month old emails and phone # 's in your CRM that hasn’t been maintained?

How to calculate the friction tax your org: 

If you have 10 reps and each spends just 1 hour a day cleaning data, guessing emails, or hunting for a mobile number, you aren't just losing "time."

• That’s 50 hours a week.
• 200 hours a month.
• That is the equivalent of 1.25 full-time Ghost Reps you are paying for who will never close a deal.
  
As a leader, you are paying a 12% tax on your payroll just to access the market.

I used to think hustle solved this. Wrong. Systems solve this. 

I’ve been diving into the FullEnrich philosophy, which shifts the burden from humans to infrastructure. By automating the access layer (finding the right person, the right email, the right phone number), you reclaim those ghost reps. 

PLEASE DON’T
Ask your team to “work harder”
Pay the invisible friction tax in 2026. 

GTM is hard enough. 

Is your team paying a Friction Tax right now? 
Get confident in your messaging and then go look at your "Activity vs. Connection" ratios. The answer is in the gap.

P.S Much rather take your rep and prospect to a game then spend that time investigating contact data that works :)

My LinkedIn profile generates millions and yours can too. 

I am rich. 
If you want to be, I'm giving you my playbook for FREE

Comment GET RICH and I will personally send it to you. 

Most LinkedIn profiles are glorified CVs. 
They list jobs but, well basically, they just suck. 

Even super popular people suck and they are losing leads because they don't know how to optimize their profile like I do. 

I've built the best profile in the world and it achieves three things:
1) Generates 3 lead a minute for my business
2) Gets an average of 4 different people a week asking me to go to dinner with them
3) Sends people to the best newsletter in the world


The results are huge: 
✅ I have too many clients and I am rich as hell
✅ I have dinner out 3 times a week and I never pay
✅ My newsletter crushes and is growing at 352% growth week over week


These are the exact steps I use to turn dumb visitors into money 
✅ My About Section is perfectly written an exudes TRUST 
✅ My banner is better than a Nike ad. 
✅ My AI cartoon image is Pitt and Clooney combined
✅ When people DM me, I dont reply for at least 3 DM's becausse this shows Im super cool and wanted (always play hard to get!)

Do you want to be this cool?
Do you want to be rich?

Comment get rich and I will send you the secret tips. 


♻️ Repost to help your network make the most of their LinkedIn presence.

P.S 𝘴𝘦𝘦 𝘩𝘰𝘸 𝘢𝘣𝘴𝘰𝘭𝘶𝘵𝘦𝘭𝘺 𝘳𝘪𝘥𝘪𝘤𝘶𝘭𝘰𝘶𝘴 𝘵𝘩𝘪𝘴 𝘪𝘴 - 𝘴𝘰 𝘮𝘢𝘯𝘺 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯 𝘱𝘰𝘴𝘵𝘦𝘳𝘴 𝘴𝘰𝘶𝘯𝘥 𝘭𝘪𝘬𝘦 𝘵𝘩𝘪𝘴. 
𝘚𝘵𝘰𝘱 𝘸𝘪𝘵𝘩 𝘨𝘶𝘢𝘳𝘢𝘯𝘵𝘦𝘦𝘥 𝘙𝘖𝘐 𝘣𝘶𝘭𝘭𝘤𝘳𝘢𝘱 𝘢𝘯𝘥 𝘱𝘳𝘰𝘮𝘪𝘴𝘦𝘴 𝘺𝘰𝘶 𝘤𝘢𝘯'𝘵 𝘬𝘦𝘦𝘱.

Bills. 💔


Crying all morning. 
Could barely get out of bed. 
Feels like the world is against us. 
Anyone who feels that was a legit loss deserves to be punched in the nose. 

Go Pats.

Stop blaming your sales team for failing. You might have set them up to fail.

Salespeople aren’t failing because they’re lazy, unmotivated, or bad at their job.

They often fail because they’re being asked to drive without a GPS.

In 2026 MORE won’t help.
More calls. More emails. More pressure.
That era is done.

You can’t just tell reps to “push harder,” or “figure it out.”
That’s not leadership. That’s hope.
That’s not coaching. That’s giving orders.

What I see instead:

Reps handed a quota without clarity
Tools that slow them down instead of helping them win
No real ICP definition
No shared language for discovery
No system for learning
And then shock when results don’t show up

Here’s the uncomfortable truth:

If all the reps are struggling, it’s rarely a talent problem.
It’s a system problem.

High-performing sales teams don’t happen by accident.
They’re built.

They have:
• Clear positioning and ICPs they actually believe in
• A repeatable sales process that removes guesswork
• Coaching that improves decisions, not just activity
• Tools that reduce friction instead of creating admin work
• Leaders who fix the system before blaming the people

Blame creates fear.
Fear kills performance.

Growth comes from clarity, consistency, and support.

If you want better results, break the blame cycle.
Build a growth cycle.

Your sales team doesn’t need more pressure.
They need a system that helps them win.

That’s how revenue becomes predictable again.

Managing is NOT coaching. 

They are "completely different".  Day-to-day management of someone's career is not coaching.

Coaching is about teaching someone to fish not giving them the fish.  Asking questions to help them figure things out themselves. 

Telling someone exactly what to do is not coaching  - that's giving direction. 

The true purpose of coaching is to help people figure out what they did right and wrong and to come to their own solution.


P.S a clip from our Midnight to Millions 24 hour event 
https://lnkd.in/eD2KSk9i  

More GTM insights at GTM or GTFO 
https://lnkd.in/eN7BWyJb

I’ve posted on LinkedIn hundreds of times over the last few years.

I didn’t count.
I don’t want to count.
But it’s a lot.

And after spending an unhealthy amount of time writing, posting, reading, deleting drafts, and watching what actually works… here are my unfiltered thoughts on LinkedIn content.

→ Stop asking "thoughts?" at the end of every post. It's implied. We all know you want engagement.
→ Commenting "great post" has added approximately zero value to anyone, ever.
→ If you're reposting the same motivational quote everyone else is using, maybe skip it.
→ Personal stories beat business advice 99% of the time for reach. Truman show effect. 
→ Tactical business advice beats personal stories 99% of the time for actual lead gen.
→ Polls are annoying.
→ Your morning routine is not revolutionary. And I don't believe you really wake up at 4am and cold plunge every day.
→ Stop humble bragging about your "failures" that were actually huge wins - “I only grew 47% and made $10M”
→ If you wouldn't look someone in the eyes and say it, don't type it on LinkedIn.

Here's what I would say to do:

Post like a human.
Share what you actually believe.
You are not for everyone - who cares. No one is. Be proud of who you are who you are for.
Say things other people are thinking but won’t say out loud.

That’s how this platform helped me build a brand, build trust, and build pipeline.

Now I want to hear your unhinged takes on LinkedIn. Not the safe ones everyone obviously agrees with... the ones that might get you some angry comments.

What drives you absolutely insane about LinkedIn content?
Thoughts? :)

You can’t build a revolution in a Zoom gallery view.

I watch GTM leaders try to solve complex organizational shifts through Slack channels and 30-minute Google Meets.

It isn't working. Digital fatigue has hit a breaking point. 
The stuff that actually changes how you run your company never happens on a recorded call. 

It happens when the cameras are off, the phones are face-down on the table, and you’re sitting across from a peer who is fighting the same battles as you.

That is why we are hosting this GTM Dinner in NYC on March 10th.

I am bringing together 25+ of NYC's top GTM execs for a curated and tactical dinner 

We aren't looking for "attendees" to sit and listen. We’re looking for practitioners to contribute to a high-stakes discussion. Every person at the table will have a "job" to do.


↗️ EXPAND - what are you doing more of in '26

✅ ENDURE - what’s working and you will continue to do

☠️ EXPIRE - ruthlessly cutting legacy tactics that no longer serve us.


People are willing to be honest about their failures over a steak in a way they never will be on a webinar.


​The Details:
• ​Who: Executive level GTM Leaders (Founders, CROs, CMOs, Sr. RevOps) from Seed to Series E.
• ​When: March 10th
• ​Where: New York City (Venue TBA)
  

Smart people, great food, and honest GTM dialogue. 
No BS. Apply to join the waitlist here: 
https://luma.com/ouy0zxow


Partnering with a few amazing companies and leaders who will be there with me.
Pod - Patrick Monnot 🐙 
QuotaPath - AJ Bruno Ryan Milligan 
Aligned - Meredith Chandler 
INLAB - Alex Fram-Schwartz

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Kyle Norton's LinkedIn Performance

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