Most GTM teams think growth is a selling problem.
It is not.
I have seen plenty of deals with great demos and verbal yeses… that quietly died in legal, security, or finance.
Pipeline looked healthy. Metrics looked fine. Growth still stalled.
The real mistake:
Teams optimize how they sell. Not how hard it is for the buyer to say yes.
The real friction happens after excitement. Internal approvals. Security reviews.
One question every GTM leader should ask sales:
“What was the hardest yes inside the customer org, besides the buyer’s?”
Build GTM for that yes earlier.
Simple rule:
If you only optimize selling, and not buying, your growth has a ceiling.
