Jason G.

Jared R. Real anecdote from my consulting work: Problem: A highly experienced mortgage broker in Australia came to me asking for a new website. On the surface, this was a commoditized request — if I sold “web design,” I’d be competing with $300 offshore vendors. Low leverage, low differentiation. Insight: The website wasn’t the problem — decision confidence and growth was. Using an Iceberg-style approach, I kept digging past the stated need (“credibility”) and uncovered the real objective: he wanted to triple revenue in the next 12 months, not just “look professional.” Playbook: I reframed the conversation from deliverable → business outcome. Used SPIN sales framework to quantify the cost of staying where he was (lead flow bottlenecks, reliance on referrals, capped deal volume) and the upside of solving it. Positioned the website as just one component of a broader demand and conversion system.

Proof: Deal size increased from $997 → $4,997 Closed in one meeting, no follow-ups Buyer chose the highest package because it aligned with his growth goal

The key wasn’t persuasion — it was helping the buyer see the real problem clearly and giving them a path to act on it!

Love this format, Jared R. — especially Problem → Insight → Playbook → Proof. 🧩 The Problem: Even with strong AI stacks and good inbound/outbound signals, I consistently see reps struggle to convert qualified conversations into next steps. The issue isn’t lead quality — it’s decision friction inside the live sales conversation. 💡 The Insight: Buyers don’t decide logically first — they decide emotionally, then justify logically. Most sales processes (and AI copilots) optimise what to say, but not how buyers internally process risk, trust, and change. 🛠️ The Playbook: I’ve been using an NLP-informed consultative framework that maps:

This runs on top of existing CRM + AI tools, not instead of them. Think of it as the “decision layer” in GTM. 📈 Early Proof: In coaching BDRs and founders, this has helped:

Happy to share a concrete conversation example if useful.

Hey Joe — welcome 👋 Love the combo of founder → exit → enterprise sales (and still a student of marketing). That “forever student” mindset really shows in your posts. Big fan of your take on moats > better ads — especially the emphasis on first-party data, physical presence, and human voice. Feels like a lot of brands are relearning fundamentals the hard way. I’m Jason, based in Australia — background in sales + GTM, currently deepening my SaaS / enterprise motion and swapping notes with people who actually build and sell, not just theorise. Would love to compare notes sometime on post-acq growth or how you think about unfair advantages in 2026 👀

Hey Larry — welcome to RevGenius 👋 “Accountant by training. Marketer by misadventure.” is gold 😄 Love the no spaghetti on the wall philosophy — a lot of SMBs could save years (and money) with that mindset alone. Also respect for clarifying rugby union (important distinction 😆), plus F1 and rescuing 30+ animals… that’s next level. Great to have you here — looking forward to learning from your direct mail war stories.

Hey Lee — welcome! 👋 Senior demand gen at Cognism is a serious seat 💪 Love that you started with cold calling — feels like everyone who’s good at GTM has that scar tissue somewhere 😄 Also congrats on the honeymoon trip to Canada — amazing choice. Any spots you’re most excited about?

Hey Dane 👋 Loved your intro — building and running a local service business to 90+ five-star reviews is no small feat. Respect the focus on consistency and clear communication. I’m curious — as a founder-operator, what’s been the hardest part of scaling the business so far: lead flow, team consistency, or just protecting your own time? Also +1 on travel and brainstorming ideas — always good signals 😄

Hey Iñigo 👋 Loved your intro — especially how you frame GTM as turning operations into real revenue leverage. That’s a perspective I don’t see articulated clearly enough. I’ve spent the last few years working with sales & GTM teams on the human decision-making side of deals (how buyers actually decide under uncertainty, not just how funnels are designed). Curious: as you’re building GTM at Cubbo, where do you see conversations breaking down most today — early discovery, internal buy-in, or late-stage decision stalls?