Recent Research:
Market Alert: Four Months In – What’s Really Taking Shape at Clari and Salesloft
Four months after announcing their merger, Clari and Salesloft are signaling a disciplined, customer-first approach that prioritizes long-term value over rapid consolidation. Rather than forcing a unified interface or accelerated rebranding, the combined organization is focusing on unifying data and intelligence across platforms while respecting distinct revenue personas and workflows. This data-first, human-in-the-loop AI strategy positions agents and shared intelligence as the connective tissue across the revenue lifecycle, with enterprise governance and adoption at the core. The result is a measured integration that, if executed well, could redefine predictability and execution for modern revenue teams rather than simply delivering a larger revenue technology platform.
Verto’s AI-powered Solutions Spotlight focuses on empowering the “accidental project manager” across the UK public sector, local councils, and the NHS—experienced leaders tasked with delivering complex change without formal project management training. By combining guided AI insights, one-click project assessments, structured plan generation, and role-based AI personas, Verto acts as a thought partner rather than a replacement for human judgment. Designed with a regulated-first architecture, the platform delivers clarity, confidence, and auditability, helping public sector teams make better decisions, accelerate delivery, and achieve measurable outcomes in a do-more-with-less environment.
Recent Articles:
Are GTM Teams Vibe Coding Before They Commit to Platforms Like Gainsight?
This article explores a growing pattern among GTM and customer success teams: using lightweight, AI-assisted internal tools to prototype and validate workflows before committing to large platforms like Gainsight. Rather than a traditional build-versus-buy decision, teams are “building to get ready,” using experimentation to surface data gaps, clarify processes, and assess organizational readiness. The result is not platform avoidance, but more confident, better-timed purchases that lead to faster adoption, stronger value realization, and lower risk of shelfware once a full solution is deployed.
HR Must Speak the Language of the Business or Be Excluded from the Decisions That Matter
HR leaders are often excluded from critical business decisions not because they lack insight or data, but because their perspectives are framed in HR terms rather than business outcomes. Drawing on a conversation with Maria Scarangella, founder of Marstella and former GEICO executive, this article argues that metrics like engagement and turnover only gain influence when translated into cost, risk, productivity, and value creation. By quantifying the full employee lifecycle and building true business literacy, HR can shift from advocating for programs to shaping decisions—particularly in data-driven and private equity–backed environments where workforce intelligence is increasingly central to execution and growth
When Organizational Change Becomes Organizational Damage
In this article, Nicholas Biron of 3Sixty Insights examines how constant executive turnover and abrupt changes to go-to-market strategies are undermining organizational success. He highlights that stability at the top is critical for aligning teams, executing strategy, and achieving sustainable growth. Drawing on years of experience in software and technology, Biron shows that organizations with strong, long-term leadership and incremental strategy adjustments outperform those plagued by frequent leadership changes and strategic whiplash. The piece urges boards and executives to prioritize leadership continuity and clear, consistent direction to keep everyone rowing in the same direction.
Community, Purpose, and the Time AI Gives Back
This article explores how advances in artificial intelligence are beginning to return time to individuals by reducing the amount of labor required for many forms of work, echoing John Maynard Keynes’s long-standing prediction about technological productivity. Rather than focusing on efficiency gains alone, the author argues that the more consequential challenge is how people choose to use this reclaimed time. The piece emphasizes that purpose, community, and human connection, not work for work’s sake, will become central to personal fulfillment in an AI-shaped future, and that societies which intentionally invest in these areas will be better positioned to thrive.
AI Onboarding Is Becoming as Important as Employee Onboarding
As AI becomes embedded across go-to-market teams, inconsistent results are less about model quality and more about organizational readiness. This article argues that most AI initiatives underperform because companies deploy AI faster than they “onboard” it, giving systems access without sufficient context, definitions, workflows, or guardrails. Like a new hire, AI requires structured onboarding—curated data, clear processes, permissions, and success criteria—to build trust and deliver meaningful impact. The organizations that treat AI as a real employee, rather than a feature, will move beyond experimentation and turn AI into sustained operational leverage.
The Hidden Cost of Organizational Restructuring: A Caution to Executive Leaders
Wide-scale organizational restructuring can seem like a bold step toward progress, but it often creates more disruption than benefit. Abrupt changes affect both customers and employees, eroding trust, morale, and alignment, while leadership turnover can compound the problem. Rather than sweeping overhauls, executives should focus on small, deliberate adjustments that preserve continuity, maintain culture, and improve business outcomes without destabilizing the organization.
When Enterprise Social Became the New Press Release Wire
This article argues that enterprise social media has not failed, but has been professionalized into a safe, compliant distribution channel that increasingly resembles a modern press release wire. As polarization, budget pressure, and attribution challenges have narrowed the acceptable risk envelope, organizations have optimized social for governance, consistency, and defensibility rather than experimentation and creative differentiation. Platforms like Sprout Social, Hootsuite, and Sprinklr reflect this shift by prioritizing control and operational coverage. The result is a clear tension for GTM leaders: either accept social as table-stakes infrastructure, or intentionally reintroduce differentiation by accepting risk, shortening approval loops, and aligning structure with ambition.
When 80% Becomes Good Enough: How Categories Collapse Into Features
This article explores how many B2B software categories weaken or disappear once large platforms deliver roughly 80 percent of the functionality directly inside systems teams already use. As platforms embed “good enough” capabilities into CRMs and revenue systems, standalone point solutions struggle to justify added cost, integration, and procurement friction unless their remaining differentiation is truly mission-critical. The piece argues that category collapse is less about inferior products and more about distribution, workflow gravity, and efficiency pressure, forcing vendors to either own high-stakes outcomes or risk becoming features rather than companies.
Five AI Signals GTM Leaders Should Be Paying Attention to in 2026
This article reframes a forward-looking AI prediction conversation into a practical lens for go-to-market leaders heading into 2026. Rather than focusing on model releases or hype cycles, it outlines five emerging signals already shaping GTM reality, including AI’s shift into an operating layer, declining differentiation at the model level, trust as a limiting factor, the rewriting of discovery and distribution, and the difficulty of translating AI productivity into durable ROI. The central takeaway is that success will hinge less on tools and more on operational maturity, context management, and disciplined economic tradeoffs.
The Hidden Cost of AI in Marketing: When Thinking Gets Outsourced
This article examines the unintended consequences of AI’s rapid adoption in marketing, arguing that while AI dramatically increases speed and output, it does not improve insight or originality. Drawing on a GTM Innovators conversation with Joey Lai of Mastercard, it highlights how overreliance on AI can flatten differentiation, weaken critical thinking, especially among emerging marketers, and produce “good enough” work that fails to stand out. The central message is clear: in an AI-saturated landscape, critical thinking, judgment, and human insight, not execution speed, are becoming marketing’s most valuable and rare skills.
Why Conversation Intelligence Is Quietly Becoming a Feature, Not a Category
This article explores how conversation intelligence is evolving from a standalone GTM category into an embedded capability within core revenue platforms. As AI has made transcription and summarization ubiquitous, the real challenge has shifted from capturing insights to operationalizing them—structuring conversation data so it meaningfully influences forecasting, coaching, enablement, and account strategy. The piece examines growing platform gravity from CRMs and meeting tools, increasing category compression, and why integration, governance, and downstream usability now matter more than feature depth. The central takeaway for GTM leaders is clear: conversation intelligence should be evaluated not as a product to buy, but as a capability that must live where revenue decisions are actually made.
This council guest post explores how Agile methodologies can be applied within Human Resources to help organizations become more flexible, responsive, and employee-centric in today’s rapidly changing business environment. It outlines the core principles of Agile HR, highlights the strategic benefits—from improved employee experience to continuous improvement and cross-functional collaboration—and provides practical, actionable steps HR leaders can take to begin their Agile transformation and better align HR with evolving business needs.
Recent Podcast:
GTM Innovators: Why AI Is Making Average Marketing Easier and Great Marketing Rarer
AI has made it easier than ever to produce content, launch campaigns, and optimize performance at scale. But has it actually made marketing better? In this episode of GTM Innovators, Kyle James sits down with Joey Lai, B2B Marketing Director at Mastercard, for a candid and deeply thoughtful conversation about what’s being lost as AI tools become embedded in everyday marketing work.
#HRTechChat: The Economics of HR – Speaking the Language of Business with Maria Scarangella
In this episode of #HRTechChat, Nicole Roberts is joined by Maria Scarangella to tackle one of the most persistent challenges facing HR today: proving business value in a climate defined by cost pressure, efficiency mandates, and heightened executive scrutiny. Drawing on her 37-year career at GEICO—including leadership of a $2.5B P&L—and her current work building Marstella, Maria explains why HR risks losing its strategic seat when it speaks only in HR metrics instead of business outcomes.