When sales leaders talk about negotiation problems, they usually mean one of three things: 1) price pressure emerges, 2) concessions are creeping in, and 3) deals that felt solid.

The executive revenue call starts the same way every quarter: "Which deals are closing this month?" Around the table, sellers recite their pipeline. Confident close dates..

Your most experienced seller has a fifteen-year relationship with one of your largest accounts. They golf together. Their kids went to the same college. The buyer takes their call.

A sales leader sits with a pipeline full of stalled deals. Forecasts are consistently wrong. Maybe 60% of the team is missing quota. There's a creeping sense of hopelessness..

We had a client with genuinely disruptive software for banks and credit unions. Not "innovative" in the marketing sense where everything claims to be groundbreaking. Actually.

Here's a pattern we've watched repeat across hundreds of B2B organizations: A company promotes its top seller to sales manager. That new manager does what they're good at:.

You've been handed a high-stakes decision: find sales training that actually works. But when you start looking, every vendor sounds identical. They all promise "transformational.

A seller finishes a 45-minute product demo. The presentation was flawless. Every feature explained, every question answered, every slide polished. The prospect says "interesting".

The explosion of AI platforms has created a dangerous temptation for sales organizations. Sales leaders are asking (or are being asked by executives): "Can we just add AI tools.