192 executable skills across 11 domains — the procedures behind every fix, written to be run. Each one names its inputs, its steps, its output, and how it stays honest.
30 skills
After an acquisition, pressure builds to merge everything at once.
A board can only use a meeting for judgment if the context has already been read.
A business that looks like one of a shelf of near-identical options gets compared on price.
When cold outreach fails, the offer is usually the problem and the copy is blamed.
Percentages get negotiated loudly.
Tell the team what changed at each competitor since the last report.
Turn competitive research into positioning and targeting choices.
Someone who has just connected with a competitor is probably comparing options right now.
Credits let a vendor sell an outcome and meter a unit, but a poorly designed credit scheme recreates the bill shock it was meant to remove.
A funnel that stops at conversion leaves most of the revenue process unplanned.
Automation can save hours or cause damage, and the difference is usually how much it is trusted, not how well it is built.
Work that takes hours to make is often read in minutes, and the reader needs the answer and the next action fast.
Nobody else can sell the product before the founder can.
An operator who checks four tools to find out what to do today is losing time reconstructing their own day.
Compensation is a behavior system.
Execution skills (cold outreach, follow-up, research, signal handling) need a shared base: what the team believes about buyers, timing, and messaging.
Work out whether the revenue team is built for the product, the buyer, and the company's stage, and whether the revenue target has the capacity behind it.
Investors back founders whose word has held up, and they notice quickly when it has not.
Leadership feedback often goes to the lowest score, which rarely improves results.
A territory plan, a market size, or an account list is only as good as the universe behind it.
Marketing reviews often list what the company does, not how well it does it.
Most GTM failures are not caused by a weak product.
A paid ad asks a stranger to take a step.
Most companies go from ICP straight to copy.
Pricing strategy decides what the customer pays for.
Growth that costs more than it returns is not growth.
A single optimistic ROI figure looks like a sales document, and finance discounts it on sight.
A methodology gives reps a shared way to have a discovery conversation, judge whether a deal is real, and decide what to do next.
Give a market number that a finance lead can check, and a company universe that can be filtered into a campaign without cleaning.
A product that works on the buyer's behalf can be priced by seat, by use, by workflow, or by result.
19 skills
A list of employees is not a map.
Touchpoint credit tells you which campaign got a click.
Produce a one-account brief an AE can use in a meeting.
An account-based program starts with accounts, not leads.
Place each account in a tier that tells the team how much human attention it deserves now.
Sort an existing list against the ICP so that nobody is contacted by mistake, the right people are kept, and every decision can be audited.
Watches the people who already know the product, follows them when they move, and flags the seat they leave.
Enrichment adds third-party company and contact data to records that arrive incomplete.
A founder without launch results often thinks there is nothing to say.
Watch job postings for buying patterns, and verify every hiring claim at the company's own source before it is used.
Define who the client sells to, turn that definition into rules a list can be filtered against, and keep the rules current as deals close.
LinkedIn produces many small signals around one person: who viewed the profile, who asked to connect, who messaged, who reacted, and who engaged with an influencer's post about the product.
"Find more people like this one" is a request that often returns twenty people who share a job title.
A list is a table in which each column costs something and removes some rows.
A decision made on what people said last year, or on one loud thread, is a bad decision.
A visible event is not a buying signal.
Keep effort on the few signals that change a buying decision, and act on them inside the window they stay useful.
A message with a reason behind it, tied to something that just happened to the prospect, gets read.
A warm introduction converts far better than a cold approach, but only if the path exists.
25 skills
Most outbound treats cold as the starting point.
After a busy week of customer calls, the follow-through is what decides deals, and it is the first thing to slip.
Most lost deals are explained after the event by the seller's effort, or by the buyer's budget.
Coaching fails when nobody agrees what a good call looks like.
A large share of opportunities end closed-lost.
A cold call is the most interrupting form of outreach, so it has to earn the next thirty seconds.
Most cold campaigns that fail were set up to fail in the hour before launch: unverified addresses, a domain without authentication, links in the first message, and no agreed rule for stopping.
A demo should create a buying decision, not complete a product tour.
Most demos fail the same way: the product's features are shown, and the buyer leaves with a blur.
When email stops arriving, the cause is usually the sending setup or the way volume is applied, not the copy.
A subject line decides whether an email is opened, and the body decides whether it is read.
A demo request is a hand raised, and the default response, which books a meeting for everyone, has two failure modes.
In-platform lead forms are easy to submit, so they produce volume.
The cheapest pipeline a company has is demand it already paid for and then lost in the gap between two systems.
LinkedIn outreach reaches people through an account that can be restricted or banned.
People who are not interested rarely object.
Write cold email that a named person could only receive from you, that has a real reason to arrive this week, and that asks for one small thing.
Campaign reports tend to show the most visible number and the most visible fix.
A first message works when the reader can see that someone looked at their situation.
Follow-up after a meeting depends on memory, and memory fails on busy weeks.
A reply is the most valuable moment in outbound, and the easiest to mishandle.
Most cold messages are clean and forgettable.
Writes down what good looks like for the sales team, so the playbook works when the leader is absent or gone, a new rep can succeed from the document alone, and the team agrees on the same standard.
SDR outbound fails in predictable ways: long emails, several asks in one message, vague claims, and a corporate tone that readers skip.
A deal that has produced a reply needs a next touch, and the next touch depends on the stage.
14 skills
A closed-won deal is evidence of what the company sells well and to whom.
Turns a complex deal's qualification into one saved artifact the rep can act on: a stage-adjusted read, one named blocker, and a two-cycle move with abort criteria.
A deal desk is the control between a sales team's need to close and the company's need to protect margin and precedent.
CRM stages record where a deal is.
Velocity is a system output.
A deal's qualification field says what the rep believes.
A single-threaded deal dies when its one contact leaves, goes on leave, or loses an internal argument.
A Mutual Action Plan (MAP) is a shared roadmap that helps the buyer work through their own buying process toward value.
Before a forecast call, know which deals are stalled, regressing, thinly threaded, or carrying dates and amounts that cannot be trusted, and what to do about each.
A deal the sales team has won can still be lost in contracting.
Revenue leaks where one team hands work to another.
An RFP is a timed exam written by someone else.
A trial or proof of concept is supposed to end in a decision.
Most decided deals are never investigated.
7 skills
Most overreactions in community forums come from misreading a signal.
Customer success operations is the system that keeps paying customers paying and growing: it sees risk early, assigns an owner, runs a defined play, and learns from every loss.
Expansion revenue is the most profitable growth a SaaS company has, because the customer already exists.
After the signature, the customer is the least watched they will ever be.
Most business reviews fail the same way.
Defending revenue is a system.
Lifecycle messaging is only as good as the events behind it.
36 skills
Turn account-level ad data and pipeline data into one self-contained HTML dashboard for a client.
An account-based campaign can be run at three levels, and the choice decides the targeting method, the budget per account and the reporting.
Measure accounts moving through buying stages, not leads moving through a funnel.
Retargeting for a known account is not the same as retargeting a website visitor.
Turn a short interview plus research into a funnel-based ABM plan with budget, campaign structure, and a pre-launch checklist.
Most B2B ad copy describes features in the product's marketing language.
On a paid social platform, the people who engage with an ad tell the platform who else to show it to.
Account-based ads that reach known accounts also show which of those accounts are paying attention.
A user persona describes who the buyer is.
A reply rate of five percent can be excellent for cold outreach to senior executives and poor for re-engaging existing users.
An ad platform optimizes for whatever conversion it is told about.
An ad that worked in its first week often stops working by the fourth.
Find where money is wasted, which formats and accounts deserve more spend, and which ads are decaying.
Summarize what happened last month, compare it with the month before, say whether the budget was well spent, and list the actions for next month.
On a professional network, the audience decides results more than the creative does.
A paid campaign for a webinar or event often sends people to a registration page that belongs to another platform.
A paid account that is not audited tends to drift.
An agent that can read and write a paid media account can also spend money badly, quickly, and invisibly.
Frequency and penetration are two of the most misread numbers in paid ABM.
Paid campaigns can attract many clicks from the wrong people.
An automated campaign serves across many placements from a set of inputs the team supplies: asset groups, copy, images, video, and audience signals.
Ad platforms increasingly choose the audience, placements, creative combinations, and budget themselves.
A paid budget spread evenly across stages funds the stages with the slowest return and starves the ones that pay back fastest.
Campaigns that are launched first and planned later produce data nobody can read.
Most B2B teams fail with paid channels by spreading small budgets over too many platforms, so no channel gets enough data to judge.
Paid spend is judged on measurement, and most B2B teams cannot answer basic questions about it in under half an hour.
An ad that wins on click-through or cost per lead can still produce poor pipeline, and an ad that looks expensive can produce the best deals.
Once paid campaigns run, teams either overreact to noise or wait too long to act on real problems.
"Do more of what works" is an oversimplification.
An even split of budget across search campaigns protects the weakest ones and starves the strongest.
When paid search costs are high or ads stop showing, teams often answer with a vague instruction to improve relevance.
Many paid search questions are arithmetic dressed as strategy.
Professional targeting on consumer social platforms is limited, so B2B paid social depends on the data the company supplies.
Paid social campaigns for B2B often fail because the budget is spread and judged in the wrong place.
A paid social campaign that launches without working measurement spends budget and then cannot show what it bought.
A live paid social campaign changes every day, and teams often act on the noise.
14 skills
Independent voices are worth more than a company's own posts, when they are credible in the field and not paid to say what the company wants.
Brand problems usually show up in public before they reach the team.
A new account that promotes a product in a community forum is the most likely to be flagged.
Community forums can be a source of buyer conversations, but a brand that posts in the wrong community is removed, banned, or ignored.
A brand comment in a community forum is judged twice: by the people reading it and by the moderators and spam systems watching the pattern.
Most brand removals and bans in community forums come from a post that broke a rule nobody checked.
A draft can be accurate and still read as if a machine wrote it, and readers notice.
A post that offers a free resource for a comment works when the resource is worth having and the post shows exactly what the reader gets.
A newsletter lives or dies on its recurring issue.
A sponsor or client wants to know whether a newsletter is working, and they want to trust the numbers.
Most newsletters fail at launch because nobody can say what they are for.
The first week after someone subscribes is the period when they are most likely to read, click, and buy.
Most content guidance ends at publish.
Generic drafts are easy to spot, and readers who know the person notice when a reply does not sound like them or gets a product detail wrong.
11 skills
AI answer engines cite sources, and those sources shape how a category is described.
AI answer engines now shape how buyers hear about categories and vendors.
When AI answers in a category keep citing the same handful of sources and the brand is not in them, the fix is to get into those sources.
A business that serves several towns can be recommended in one and invisible in the next.
A fall in organic traffic does not always mean lost demand.
SEO research that starts from a keyword tool produces a list of searches, not a plan for the business.
Writing a blog post for every keyword is a common mistake.
A single-page SEO audit tends to return a long list that nobody acts on.
A keyword can look attractive on volume and still be impossible to win, because the results are dominated by sites that cannot be displaced, or because the query means something other than what the team wants.
A list of good SEO topics is not a plan.
An SEO plan built from keyword lists tends to chase search volume, and volume brings the wrong readers.
11 skills
An affiliate program can have a thousand sign-ups and produce almost no revenue.
A creator fee has to be structured so the risk sits with the party that can carry it.
Creators are easy to find and hard to judge.
A creator who pushes back is telling the team something about price, scope, or fit.
Creator spend often looks worse than it is, because the measures used for paid ads undercount creator influence.
Creator marketing for B2B fails when it is chosen for reach and judged on likes.
A creator with a large following can have posts that nobody reads, and a smaller creator can have posts that start buying conversations.
A sponsored post succeeds when it reads like a practitioner describing what worked.
Most partner programs fail in operations, not in recruitment.
Partner programs fail when they start with "let's recruit partners" rather than "what job does a partner do in our revenue system?" The answer decides the partner type, the economics, the enablement investment, and the timeline.
A partner meeting goes better when the team knows how the partner's companies already use the product.
8 skills
A business that loses its VP Sales for a month should know, before it happens, who covers the role, how ready each cover is, and what would have to be built to make the cover permanent.
A job title is a poor search filter.
At a conference, the useful question is not who registered but which accounts we want, who the buyer is there, and whether that person is actually in the room.
Conference logistics fail in predictable ways.
Event spend is often chosen by habit: the best-known flagship, or the same circuit every year.
Offers to strong candidates fail in two predictable ways.
Interviews for a sales seat often reward the candidate who worked for an admired company, rather than the one who built the kind of pipeline this seat needs.
Ramp is the period between a rep's start date and full productivity.
17 skills
Moving or merging CRM instances fails mostly for reasons that are not technical: nobody agreed what each object means, nobody owned the decision of which system wins, and the people who use the system were not brought along.
This skill designs the data foundation for a revenue team.
Routing decides who gets a lead, how fast, and with what context.
Marketing operations makes marketing measurable against pipeline and revenue.
A metric is a diagnostic tool.
The rhythm of meetings decides whether a company runs revenue on evidence or on firefighting.
Most RevOps changes fail in the same way.
Existing diagnostic skills assume the basics work.
Makes CRM data trustworthy enough to report on, route from, and forecast with.
When revenue underperforms, the first proposed fix is usually the wrong one.
A forecast is a commitment the business can plan against, not a prediction.
Where RevOps sits and who is in it determines what it can actually do.
A revenue plan is a commitment between revenue, finance, and the market.
A Salesforce org is only as useful as its object model, its automation, and the data entered into it.
Revenue is a production line.
Most stack problems are capability problems wearing tool names.
The warehouse holds the scores, tiers and segments the GTM team relies on.