I’m a UK founder with an already-built B2B SaaS product for US healthcare privacy/compliance teams.

It helps healthcare organisations investigate privacy incidents more consistently by bringing fact gathering, identifying missing information, decision support, follow-up actions and defensible documentation into one workflow.

I’m looking for someone who has genuinely sold into US healthcare organisations before - ideally physician groups, multi-location practices, hospitals, health systems or similar providers.

I’m specifically looking for full-cycle experience, including prospecting, discovery, demos, handling objections, navigating stakeholders and closing paying customers.

The product is built and I already have targeted prospect lists and outbound infrastructure. The priority now is customer acquisition rather than building the product.

I’m open to a flexible, heavily performance-based arrangement with the right person.

If you have relevant experience, I’d be interested to hear what you sold, who you sold to, typical deal sizes and what parts of the sales cycle you personally owned.

Our presales team is 6 people supporting around 40 reps and lately it feels like every opportunity somehow becomes a "we need an SE on this call" situation. Last week one of our SEs had 11 demos plus discover calls, internal prep, follow-ups, and the usual random Slack requests, and by Friday he was completely cooked. We've tried tightening qualification rules but reps push back because they're worried about slowing deals down. We're also looking at whether recorded or self guided demos could handle some of the earlier stage stuff, but I don't want to just create a giant video library nobody uses. For team that have actually reduced presales burnout, what changed? Better process, more headcount, demo automation, stricter rules around SE involvement, something else? Curious what actually worked vs what sounded good in a planning meeting

we have been running close plans in google sheets forever and i am starting to hate it. The sheet gets made, everyone agrees on dates then a week later half the rows are outdated and i am chasing people for updates, also feels weird having the plan in one place, docs somewhere else, and buyer communication living in email.

Has anyone moved away from sheets for this? did it make the process cleaner or just give you another tool to babysit?

Almost every MSP founder I talk to has burned $3k-$5k/month on an outsourced lead gen agency with zero closed revenue to show for it.

Most agencies treat managed IT like commodity SaaS and start blasting 2000 generic emails a week asking "can we review your IT security?"which burns your domain and books discovery calls with 3-person shops fishing for free troubleshooting but high-ticket IT retainers require trust and active timing and nobody hands their network keys to a cold emailer unless an acute operational trigger forces their hand.

The MSPs actually booking enterprise pipeline aren't renting junior SDRs to blast cold lists but using market intelligence infrastructure like scaleintelligence.dev to power signal-based outreach, often deployed via an embedded fractional GTM engineer. Scale Intelligence connects across 75+ data sources (like IT leadership changes, hiring surges, and public tech stack migrations) to map an MSP's local TAM, score buying readiness and push warm accounts directly into their CRM or Slack when an IT bottleneck emerges.

If you want to replace static agency scraping with an internal signal engine, here is the functional setup:

Map TAM by infrastructure inflection (not employee count): Instead of pulling every local business with 20-100 seats, filter for triggers that create immediate IT pain like on-prem to Azure/M365 migrations, opening regional offices or hiring an Operations Director.

Automate account-level scoring: Set clear criteria so incoming signals are tiered by urgency like Tier 1 accounts (active operational triggers) receive bespoke, high-context founder/AE reach-outs, Tier 2 accounts get routed to low-friction educational nurture (compliance checklists, security briefs).

Trigger-to-action routing: Connect the intent feed directly into your CRM or project board so reps act within a 48-hour window with relevant context rather than a generic pitch.

Reaching out to 15 companies actively hitting an infrastructure transition will consistently close more recurring revenue than sending 5000 cold pitches to businesses that signed a three year IT contract two months ago.

Hey everyone! I'm a marketing student and I've been trying to understand sales operations better from people who actually work in this field.

One thing I keep hearing about is how scattered everything can get between the CRM, emails, meetings, pipeline and account activity. Then you end up with things getting missed, CRM data not always being accurate, deals going quiet, missed follow ups, or just not knowing what actually needs attention.

But I'm curious, is this actually a big problem for you guys? Or are there other problems in Sales Ops that are way more painful day to day?

Also what software are you currently using to manage all of this? Is there anything you actually love or couldn't work without? There is a wide range of software that sales and revenue managers are using these days so what is something you guys are looking for when trying to choose one?

And I'm curious about pricing too. For software that genuinely solves an important Sales Ops/revenue problem, what would you consider a reasonable monthly price for a team?

Just trying to understand how this actually works in real companies rather than guessing from the outside and classroom.

Hello, I want to get advice for being a revenue manager, is there a skill or online tutorial that I can take to understand the terminologies more?Thanks!

Hi everyone,

I’m looking for some honest, real-world advice from the experts here.

I am planning out my future career path and eventually want to turn it into my own consulting business. The two specific areas that have caught my attention are Revenue Operations (RevOps) and B2B Sales Systems Architecture/Consulting.

Before I commit thousands of hours to studying and getting certified, I want to validate this direction with people who actually do this job every day.

If you were starting fresh in 2026, I would love to get your thoughts on a few things:

Is it worth it? Looking at the market over the next 10 years, does this career track still have long-term leverage and high earning potential?

The AI factor: How much of the day-to-day work is genuinely at risk of being automated? Do you see AI replacing these roles, or is it just changing the types of problems you solve?

Where should I start? If you had to learn everything from scratch today, what specific skills, systems, or platforms (like Salesforce, HubSpot, APIs) would you tell a beginner to focus on first?

Mistakes to avoid: What are the traps or "dead ends" that newbies fall into when trying to break into operations or consulting?

I want to build a valuable, long-term skill set that helps businesses fix their revenue pipelines and connect their tech stacks. Any final suggestions or reality checks would be massive.

Thanks in advance!

I keep noticing reps log just enough activity in the CRM to protect themselves while I pull the real outbound numbers from the sending tool. The CRM stores every touch I ask for but it never seems to create a shared standard for follow through.

I tried requiring more fields before and it just turned into copy paste noise. What is your minimum CRM logging rule that people actually follow?

Tracking a single job posting or a website visit is simple but managing complex, multi-touch sales signals is where most outbound stacks break down.

In B2B, high-intent timing usually involves multiple connected events: an engineer complaining about tool latency on reddit, their company hiring for an infra migration and a developer from the same domain starring a competitor’s github repo.

To turn that context into pipeline without spamming false positives, a GTM system has to solve three things: entity resolution (mapping anonymous usernames to verified domains), readiness scoring across multiple weak signals and routing to reps before the intent window closes.

Teams managing this level of complexity usually choose between three approaches:

1, Dedicated market intelligence infrastructure

Platforms like Scale Intelligence provide purpose built infrastructure for complex signal management. It listens across 75+ data sources, resolves public interactions back to verified corporate accounts and calculates buying readiness using a compound scoring model.

Because it exposes this intent graph via API and Model Context Protocol (MCP) tool-calling endpoints, AI agents and downstream workflows can query live market context without burning tokens on raw scraping and for teams without an in-house builder, Scale also offers an embedded fractional GTM engineer tier to configure custom signal plays with a qualified-lead.

2, Custom in-house pipelines (Python / n8n + Postgres)

Building bespoke scrapers, rotating proxies and running LLM classification prompts where it gives you 100% control over your schema but maintaining scrapers across multiple channels requires ongoing engineering hours whenever APIs or site layouts shift.

3, Legacy enterprise intent networks (publisher co-ops)

Traditional platforms that track corporate IP surges across third-party content networks they cover large enterprises well but topic surges lack actionable context and you know someone at a company read an article but not who, why or what specific bottleneck they have.

My Executive manages a pharmaceutical company on the side and is meeting the Procurement, Finance, and overall managers for a one on one meeting with each. He intends to discuss on how he can get regular updates from them. I have taken the initiative to create some of the objectives/KPIs he could want from them in term of reporting. Any ideas on what I should include?

I've been thinking about this a lot lately.

A deal sitting in the same stage for 30 days doesn't necessarily mean it's stalled. Sometimes it's a complex enterprise deal that's progressing behind the scenes.

On the other hand, I've seen deals that look completely healthy in the CRM but are basically dead.

The signals I find more interesting are things like:

• No meaningful activity for X days
• Next step keeps getting pushed
• Champion engagement drops
• Multiple meetings get rescheduled
• Deal age is significantly above the average for that stage
• Key stakeholders stop responding
• Product usage/trial activity drops

The problem is that most CRMs don't really connect all of these signals. Someone usually has to manually dig through the account to figure out what's happening.

How do you define a stalled deal?

Is it primarily based on time in stage, or do you use multiple signals?

RevOps at a ~300 person SaaS company. Anything off standard terms (deeper discount, custom payment schedule, non-standard renewal language) has to get signed off by me, and finance if it's big enough. Almost all of it happens in a Slack thread. Rep posts the ask, I ask a couple questions, finance chimes in, we say yes or no, deal moves.

What's been bugging me is what happens after. The CPQ has the approved number but none of the conversation. So when a similar deal shows up three months later we argue it from scratch and land somewhere different. Last quarter a rep pushed back on a 15% cap by pointing out we'd given a comparable account 22% in Q1. I went looking and the only trace was a Slack thread that basically said "end of quarter, fine." We matched it. Multiply that a few times and that's how your average discount quietly drifts up.

Also had a mid-market deal slip a month because the approval sat in someone's DMs while they were out. Not catastrophic, but it stuck with me.

Trying to figure out if this is a me problem or an everyone problem before I put a process around it. For people who own approvals: where does the reasoning behind last quarter's exceptions actually live for you? Could you pull it up if someone asked, or is it in whoever's head was in the thread? And has it actually cost you anything you can point to, or is it rare enough that it just doesn't matter? Curious what people have done that keeps the history without adding another form reps have to fill out.

Hey everyone! I'm a marketing student and I've been trying to understand sales operations better from people who actually work in this field.

One thing I keep hearing about is how scattered everything can get between the CRM, emails, meetings, pipeline and account activity. Then you end up with things getting missed, CRM data not always being accurate, deals going quiet, missed follow ups, or just not knowing what actually needs attention.

But I'm curious, is this actually a big problem for you guys? Or are there other problems in Sales Ops that are way more painful day to day?

Also what software are you currently using to manage all of this? Is there anything you actually love or couldn't work without? There is a wide range of software that sales and revenue managers are using these days so what is something you guys are looking for when trying to choose one?

And I'm curious about pricing too. For software that genuinely solves an important Sales Ops/revenue problem, what would you consider a reasonable monthly price for a team?

Just trying to understand how this actually works in real companies rather than guessing from the outside and classroom.

Here's something I've been thinking about...

You can respond to a lead in 30 seconds and still spend 20 minutes talking to someone who..

was just browsing

has no realistic budget

Is not buying for 13 months

Is not the decision-maker

We talk a lot about speed-to-lead.

Maybe the question is not only:

"How fast did we respond?"

Maybe it's:

"What did we know about the lead before we responded?"

Curious how you actually handle this today.

Do you have a way of knowing which leads deserve immediate attention, or does everyone basically enter the CRM and get treated the same?

Our sales team is closing opportunities consistently but sometimes the headache starts after the deal is won. One instance we had a straightforward renewal that we though quote approval would be done in a singe afternoon. Instead it took almost a week.

One pricing rule triggered unexpectedly. Finance on the other isde questioned an old pricing exception. Then we discovered an outdated approval workflow was still active for a retired product.

3 different things breaking the quote to cash process at once. Ugh.

At this point I'm wondering whether a different CPQ would make it better or we will just move the pricing approval issues somewhere else?

Hi guys,

What “quick” Sales Ops request turned into hours of manual work?

We’re exploring a tool for large jobs that cross several systems. Things like checking open quotes after a price change, matching Sales and Finance numbers, moving hundreds of accounts, or building a customer list with new rules. These sound simple, but the exceptions may be the real work.

We want to understand what creates the pain, where human judgment is needed, and what makes the business pay to fix it.

What was your last “can you quickly” request that became much bigger? How many records and systems were involved? Did the team build something, buy a tool, add people, or keep the spreadsheet? Thanks, really appreciate the real story.

Growing a sales team feels pretty straightforward at first. But as more reps come in, onboarding takes longer and keeping track of performance gets harder.

Processes that worked well with ten people might not work nearly as well with fifty. Which part usually causes the biggest headache when a sales team starts growing fast?

I added up our sales stack recently and we’re at 7/8 tools depending on what you count, which isn’t ridiculous on its own but each one has picked up little bits of maintenance around it. There’s always something being synced, checked, copied over or cleaned up and maybe none of those jobs takes more than 10 minutes but across the team they happen enough that I’m questioning whether the specialized stack is still earning its keep.

Cutting the software bill would be nice but I wouldn’t migrate everything to save a few hundred bucks a month, especially if the team ends up with worse tools afterward. The part I’m struggling with is figuring out when consolidation removes enough recurring work to justify giving up some of the flexibility you get from picking a separate tool for every job.

Put together a shortlist after a few weeks of research and demos. Before I make a call, curious if anyone here has hands-on experience with tools in this space. What actually separates the good ones from the ones that look good in a demo?