Testimonial - Collect and embed testimonials in minutes

Rebecca Zent

💫 I'm excited to share I received a new certification in AI in GTM from Pavilion. What made this different wasn't just the curriculum. It was learning alongside GTM leaders who are doing this work in the real world, and watching how quickly theory becomes practice when the people in the room have real decisions and pipeline on the line. A huge thanks to Andy Jolls for balancing accessibility with ambition, ensuring no one got left behind while pushing the cohort to adopt emerging AI capabilities as fast as they're being released. A few things that stuck with me: 🔍 AI isn't just a research tool. It's a growth strategy layer. From competitive positioning analysis to executive-ready presentations, @JohnWilliams alone reframed how I approach growth planning. 🤖 Agents are no longer experimental. We went hands-on building multiple step autonomous workflows that research, decide, and execute, with guardrails built in. 👥 The "AI teammate" concept hit differently than I expected. We learned how to consider the five design decisions behind teammates, thanks to Liza Adams GRACE framework. ⚙️ Automation ROI is measurable. Mapping high volume GTM workflows to no code sequences, then calculating the return, makes the business case concrete. Prompting for the first 90-days by Jonathan M K. was dynamite! Thank you to all the session facilitators - Chris Black Chris_Crystalblack, @RyanStaley, Josh Carter, Scott Wueschinski Happy to share what I learned with anyone building in this space. 🫶

Vivian Simich

Head of Sales | Scaling Revenue from €5M–€30M ARR | Building Predictable GTM Systems | SaaS & AI | EU & GCC

Questions every sales leader should ask before taking the job. Too many sales leaders join a company and leave after 6 months. The question isn’t why it didn’t work, but why the risks weren’t clear earlier. Good companies actually appreciate these questions. They show you care about outcomes, not just titles. Below are the questions I’d never skip, based on a recent session at Pavilion GTM Leadership Accelerator School, with insights shared by Andrea Kayal. 1. Customer health & retention Ask about: Gross retention (how many revenue dollars stay by year end) Logo retention Net Revenue Retention (NRR) If retention is weak, ask why. Persistent churn is usually a product problem. If the product doesn’t meet customer needs, no customer success or account management will fix that. 2. Business health Ask: Growth target vs. actual (YoY, QoQ) LTV / CAC Payback period Gross margin Rule of 40 This tells you whether growth is sustainable or just expensive. 3. Booking targets & GTM mix Ask: What is the ACV (average contract value)? Which GTM lanes contribute to bookings: inbound, outbound, partners? How diversified is revenue today? 4. GTM diversification = capital question If 80–90% of revenue comes from one channel, you’ll likely need to diversify. Understand the cost of doing so and whether there is a budget for it. Diversifying GTM is expensive. Building a new channel often means building a startup inside the startup. If the company wants diversification, ask: How much capital is allocated? When do they expect results from the new channel? 5. Sales cycle & pipeline reality Ask: Average sales cycle length Pipeline coverage: how much of next quarter’s forecast already exists vs. still needs to be built. This tells you how hard the job really is. 6. Team & culture signals Ask about: Employee attrition (how many people leave the company over a year) Which departments churn the most? Glassdoor rating (below ~4 is usually a signal, don’t let it be explained away) If culture is broken, your job will be much harder. These questions don’t make you “difficult.” They make you prepared. And they significantly increase the odds that when you do take a role, you can actually succeed in it.

Vivian Simich

Head of Sales | Scaling Revenue from €5M–€30M ARR | Building Predictable GTM Systems | SaaS & AI | EU & GCC

Questions every sales leader should ask before taking the job. Too many sales leaders join a company and leave after 6 months. The question isn’t why it didn’t work, but why the risks weren’t clear earlier. Good companies actually appreciate these questions. They show you care about outcomes, not just titles. Below are the questions I’d never skip, based on a recent session at Pavilion GTM Leadership Accelerator School, with insights shared by Andrea Kayal. 1. Customer health & retention Ask about: Gross retention (how many revenue dollars stay by year end) Logo retention Net Revenue Retention (NRR) If retention is weak, ask why. Persistent churn is usually a product problem. If the product doesn’t meet customer needs, no customer success or account management will fix that. 2. Business health Ask: Growth target vs. actual (YoY, QoQ) LTV / CAC Payback period Gross margin Rule of 40 This tells you whether growth is sustainable or just expensive. 3. Booking targets & GTM mix Ask: What is the ACV (average contract value)? Which GTM lanes contribute to bookings: inbound, outbound, partners? How diversified is revenue today? 4. GTM diversification = capital question If 80–90% of revenue comes from one channel, you’ll likely need to diversify. Understand the cost of doing so and whether there is a budget for it. Diversifying GTM is expensive. Building a new channel often means building a startup inside the startup. If the company wants diversification, ask: How much capital is allocated? When do they expect results from the new channel? 5. Sales cycle & pipeline reality Ask: Average sales cycle length Pipeline coverage: how much of next quarter’s forecast already exists vs. still needs to be built. This tells you how hard the job really is. 6. Team & culture signals Ask about: Employee attrition (how many people leave the company over a year) Which departments churn the most? Glassdoor rating (below ~4 is usually a signal, don’t let it be explained away) If culture is broken, your job will be much harder. These questions don’t make you “difficult.” They make you prepared. And they significantly increase the odds that when you do take a role, you can actually succeed in it.

André Bressel

AI in Go-to-Market | Advisor & Speaker 📈 | RevOps Enthusiast 🚀| Community Builder 🙌

Sadly, I've learned that lesson way too late. It might sound like a stereotype, but I truly believed that "process can solve everything". Well, I am German so I guess this is fair to assume 🤔. It hurt more when I found out that it's actually counter productive in a lot of ways. The struggle is: you never know what you don't know. When you are making your first steps as a commercial leader or heading a department, others expect you to know it all. It feels lonely, comes with a lot of anxiety and some misbelief in yourself. In the end you can't know it all, and it's also not what should be expected by others or by yourself. Last night we wrapped up the very first session of this season's Pavilion GTM Leadership Accelerator. All the messages I got afterwards are a clear testament to the above. Here are three learnings you can use as a commercial leader yourself to make less mistakes than anyone before you: 1️⃣ It's ok not to know: The times are gone where you need to be the absolute authority in the room. As a leader it's your responsibility to excel at two things: First, lead with vision, context and clarity so everyone can be at their best. Second, compensate for your weaknesses in hiring or further education (see Pavilion University 🎓). 2️⃣ Be vulnerable: Share your struggles from your very own perspective. Help people understand where you stumbled in life, how you resolved difficult situations and what you gained from it. It does not only make you more approachable as a leader, but shows to everyone that we are all just people. 3️⃣ Facilitate community: Exactly like in Nadja's comment. So many people are going through the exact same experiences you are going through. Connect with a community where you find those peers, share with them and you will be surprised by the magic of "give to get" which creates incredible leaps in your personal development. What did you recognize way too late?

André Bressel

AI in Go-to-Market | Advisor & Speaker 📈 | RevOps Enthusiast 🚀| Community Builder 🙌

Sadly, I've learned that lesson way too late. It might sound like a stereotype, but I truly believed that "process can solve everything". Well, I am German so I guess this is fair to assume 🤔. It hurt more when I found out that it's actually counter productive in a lot of ways. The struggle is: you never know what you don't know. When you are making your first steps as a commercial leader or heading a department, others expect you to know it all. It feels lonely, comes with a lot of anxiety and some misbelief in yourself. In the end you can't know it all, and it's also not what should be expected by others or by yourself. Last night we wrapped up the very first session of this season's Pavilion GTM Leadership Accelerator. All the messages I got afterwards are a clear testament to the above. Here are three learnings you can use as a commercial leader yourself to make less mistakes than anyone before you: 1️⃣ It's ok not to know: The times are gone where you need to be the absolute authority in the room. As a leader it's your responsibility to excel at two things: First, lead with vision, context and clarity so everyone can be at their best. Second, compensate for your weaknesses in hiring or further education (see Pavilion University 🎓). 2️⃣ Be vulnerable: Share your struggles from your very own perspective. Help people understand where you stumbled in life, how you resolved difficult situations and what you gained from it. It does not only make you more approachable as a leader, but shows to everyone that we are all just people. 3️⃣ Facilitate community: Exactly like in Nadja's comment. So many people are going through the exact same experiences you are going through. Connect with a community where you find those peers, share with them and you will be surprised by the magic of "give to get" which creates incredible leaps in your personal development. What did you recognize way too late?

Kostadin Lilov

Head of Customer Success @ Lokalise | AI-Augmented Customer Success & GTM | Turning CSMs into Revenue Multipliers

🎉 First milestone unlocked with Pavilion! Proud to have completed the GTM Leadership Accelerator Certificate – my first accomplishment with this amazing community. One of the biggest reasons I chose to join Pavilion was the influence of my first GTM leader and the person who helped shape the CSM in me: André Bressel. His leadership made a lasting impact on my career, and having him as one of the standout lecturers in the course made the experience even more meaningful. Pavilion isn't just a place to get best practices in GTM and CSM — it's a powerful peer community that keeps on giving: ✅ Real-world frameworks ✅ Thoughtful discussions ✅ Incredible people to learn and grow with Big thanks to everyone involved. Onwards! 🚀 #GTM #CustomerSuccess #Leadership #Pavilion #LifelongLearning

Nida Ateeq

Revenue Architect | RevOps, Growth & AI | I design and build smart revenue systems that scale

Always a believer in continuous learning and sharpening my toolkit — proud to have completed the GTM Leadership Accelerator with Pavilion. Leadership isn’t a destination; it’s a constant process of evolving, listening, and leveling up. Grateful for the valuable insights and connections made during this journey, and looking forward to applying them in meaningful ways. #Leadership #GTM #GrowthMindset #Pavilion

Jessica Stutt

Sr. Director of Marketing and Client Success at Luminultra

I’m new to Pavilion and have just completed my first certification - the 8-week GTM Leadership Accelerator - and thought I'd share a few takeaways. This course delivered real value and created a moment for me personally to reflect on the importance of carving out time to continue building skills, expanding perspective and strengthening one's network. The program was well worth the time, but a few highlights that really stood out for me: 💡 Sam Jacobs' session on building a theory of enterprise value was a sharp, well-delivered reminder of the importance of not taking your eye off the ball and why sales and marketing exist in the first place. 💡 Stephanie Valenti's sessions on revenue modeling and forecasting delivered clear, practical frameworks that I will regularly return to (I've already watched them twice!). 🤝 A core part of the program is a weekly hour with a peer cohort, and these conversations added tremendous value. I’m grateful to Nadja Bennett, Klajdi Sallaku, Jamie Watters and Kirsten Aebersold for the thoughtful perspectives they brought. Onward to 2026 - Happy New Year, Linkedin! lnkd.in/guKBbFtx

Freddy Corona

🚀 Huge shoutout to Andrea Kayal for delivering a dynamic and empowering session in Pavilion ‘s GTM Accelerator course: “Managing Up - Working Smarter with Your CEO.” This class was packed with actionable insights and strategies that truly landed like a power punch to the chin! 🥊 👊🏻 Andrea’s approach brings a fresh perspective to the art of navigating the complex relationship between sales leaders and CEOs. Here’s the left hook to the liver! 🥊 👉 Building a Bi-Directional Relationship with Your CEO: It’s not just about managing up, but cultivating a partnership that’s mutually fulfilling and strategic. You can’t thrive unless the relationship is nurtured in both directions. 👉 Set Yourself Up for Success from Day One: Andrea emphasized the importance of laying down the right foundations early on—whether it’s aligning on goals or understanding the CEO’s vision. This sets the tone for your trajectory. 👉 Foundations with Your Team and Execs: It’s not just about the CEO. Establishing clear expectations and fostering collaboration with both your immediate team and the executive team is crucial. 👉 Questions to Ask Before Accepting a Role: Know what you’re walking into. Andrea provided key questions to ask during the interview process to ensure the environment is set for your success. 💡 The takeaway that struck me the most? If you want a seat at the boardroom table, ask for it. Be proactive in defining your role and value from the start. Andrea’s perspective is invaluable, and while I’m certainly not the authority on this topic, I hope this serves as an additional layer of insight as you think about your own path forward. #GTMAccelerator #Leadership #ManagingUp #CareerGrowth #SalesLeadership #Success

Tate Gibson

VP Marketing at Genio

Well this is exciting! I’ve been taking the GTM Leadership Accelerator course through Pavilion for the last 9 weeks, thanks to the learning & development budget we get at Genio And I passed! 🎉 (Aced it, actually 😏) The course was really well put together with some practical tips and takeaways from teachers like 👉🏼 Remco de Vries on Revenue Alignment 👉🏼Stephanie Valenti on Forecasting & Revenue Modeling 👉🏼Andrea Kayal on Managing Up to a CEO 👉🏼Sam Jacobs on Developing an Enterprise Theory and a deep dive on unit economics …and so many more! I love that our “Growth is a Mindset” value means I can invest in continuous learning 💜 #gtmleadership #pavilioncertified #growthisamindset #gtmlearning

Cecilie Ibsen

Passionate Customer Success Manager | Driving Value & Building Lasting Relationships

🎉 Excited to share that I’ve completed the GTM Leadership Accelerator with Pavilion! Over 8 weeks, I had the chance to dive deep into business metrics, strategy, and effective communication with industry experts—and take a big step toward my leadership goals. Grateful for the learnings, and the opportunity to grow! 🚀 #growth #Pavilion

Ben Hood

Strategic Advertising Partnerships | Ultramarathons | Speaking

If you're not learning, then you're falling behind. Really enjoying the GTM Leadership Accelerator through Pavilion. We're 2 weeks in and I'm already filling up a notebook with actionable items that I can use. I completed the Enterprise Sales School a few years ago at Pavilion and I've used those tools for myself and others ever since. I realize there are a ton of programs out there- but I've personally found the Pavilion courses- and the relationships that you build to be valuable. Happy to chat about my experience if you're curious.

Max Head

Providing operational consistency at scale for growing brands | Opus Training

Excited to announce that I’ve successfully completed the GTM Leadership Accelerator course with Pavilion. Thank you Assignar for the opportunity! The 8-week journey was filled with invaluable insights from top business leaders and educators in the go-to-market space. I’m excited to bring these insights into action and continue driving impact. If anyone else has taken this program, I’d love to connect and share experiences!

John M. Duff

GTM Leadership | Sales Coach | Revenue Strategy & Operations | Team Builder

Pavilion delivers again! An awesome course for any GTM leaders looking to level up their game. For me the biggest value add was the networking and the ability to share the learnings with peers from across the globe throughout the course. Thanks to all the awesome moderators who generously shared their time and wisdom through the program Sam Jacobs André Bressel Stephanie Valenti Andrea Kayal Dustin Clinard Remco de Vries and Kiva Kolstein - we appreciate it!

Neil Feeney

Senior Sales Manager - Golf Venues

Happy to complete an 8-week GTM Leadership Accelerator program - my first certification with Pavilion since joining the community earlier this year!

Kate Lazarevskaya

VP of Customer Success at TaxDome | The most powerful platform to manage teams, clients, and projects

The year has just started, and the first achievement is in. ✅ Completed the Pavilion GTM Leadership Accelerator - packed with insights and takeaways. Surprisingly, I enjoyed the sessions about numbers and metrics more than the ones about people. On my way to applying it all in practice.

Jared Rhue

I'm really grateful to be a member of Pavilion. Their Revenue University is tremendous. Just enrolled for their GTM Leadership Accelerator course to strengthen my leadership and revenue strategy skill set.

Neil Cullen

Director, New Business Sales - EMEA & LATAM

I recently took some time to complete Pavilion's GTM Leadership Accelerator course. It was a great opportunity to measure myself and how I work against best-practice and learn from some leading SaaS practitioners. While I was there, I also took the time to polish up on MEDDICC Fundamentals, something that's particularly relevant as we head into 2026 at LRN. Every year the bar is set higher for what it takes to be successful. Clients expect higher standards, competition gets tougher and more crowded, the world changes in unexpected ways. Grateful to have a successful 2025 in the books and with these recent learnings banked, I look forward to and feel ready for what 2026 brings.

Irina Jordan

VP Marketing

Pavilion CMO School is going strong. Second class focused on the how-to's of career as Head of Marketing: The path to becoming a Head of Marketing is rarely linear. A few takeaways: 1. Deep specialization first Early in your career, mastering one discipline such as SEO, demand generation, product marketing, or brand builds credibility and career security. You become known for something specific. 2. Strategic expansion later As your career progresses, breadth becomes critical. Strong marketing leaders understand adjacent functions like product marketing, brand, marketing operations, and revenue strategy. But the role itself comes with real pressure. Heads of Marketing sit at the intersection of revenue, brand, customer experience, and innovation. That means: • Every metric and budget line can receive executive level scrutiny • The role carries constant expectations to drive measurable impact • You balance long term brand building with short term revenue goals A few leadership lessons that stood out: • Align expectations with the CEO early • Communicate progress and results frequently • Frame setbacks as learning opportunities • Build strong alliances with finance and revenue leadership One takeaway stood out the most. Great marketing leaders never stop learning. The marketing landscape keeps evolving with new technologies, platforms, and customer behaviors. The leaders who succeed embrace experimentation, stay curious, and continuously adapt. Depth. Then breadth. Then constant learning. That seems to be the real career arc for modern marketing leaders.

Stefano Ferrara

Advisor, Investor, Revenue Operator, Connector | X-Gartner, Big4, Cisco

I'm thrilled to share that I've completed Pavilion's AI in GTM course. Over 8 weeks, 500+ revenue leaders came together to learn how to apply AI to real business challenges: streamlining workflows, driving smarter decisions, and building AI-driven systems without needing a technical background. The depth and practicality of the content made every session worth showing up for. I walked away with hands-on knowledge of the latest AI tools, use cases, prompts, and automations - and I'm already putting subscriptions like Claude Cowork, Manus AI, Cursor, and Lovable to real work. If you're a GTM leader looking to harness AI for growth without the complexity, I highly recommend this program. And if you're on your own learning curve, I'm happy to share what I've picked up along the way. Thank you Jonathan Moss, Andy Jolls, John Williams, Liza Adams and all the other outstanding instructors who made this such a valuable experience!

Louise M.

I don’t post personal updates here very often, but a small milestone worth sharing. I recently passed the Pavilion CRO School exam. It’s a rigorous programme focused on the strategic and operational realities of building and scaling modern revenue organisations. I appreciated the chance to step back from the day-to-day and think more deeply about the systems, leadership, and decision frameworks required to run revenue at scale. Grateful to the Pavilion instructors and community for the perspective. Thank You Russell Mikowski Sam Slevin Kiva Kolstein Sam Jacobs Stephanie Valenti Cassie Young Rick Smolen Andrea Kayal

Dan Williams

Executive Sales Leader | AI Business Strategist | Driving Revenue Growth and Operational Excellence | Salesforce Alum

I’m happy to share that I’ve obtained a new certification: AI in GTM School from Pavilion! 8 weeks talking all things AI in GTM with some of the most advanced AI practitioners. Plus a weekly cohort meeting with a dozen operators all sharing experiences, best practices, and ideas using AI in GTM. Thank you, Pavilion, what an awesome program!

Laura Tankel Hughes

CCO Track Executive | LP @ Stage 2 Capital | Protecting and Growing Recurring Revenue | $30M to $350M+ ARR | VC, PE Backed and Public SAAS

This course was one of the most valuable AI courses that I have taken. It covered essential topics such as AI Tools in Action, Vibe Coding and Agents, which helped us understand what to build, what resonates, and the importance of human intervention. I've already used many of the tools presented and it's amazing what you can do. Many thanks to all the exceptional speakers: Jonathan Moss, Andy Jolls, Ryan Staley, John Williams, Crystal Black, Scott Wueschinski, Josh Carter, Liza Adams & Jonathan M K. They effectively cut through all the noise, ensured we had hands on experience of provided valuable use cases. Thank you!

Rachel Weeks

I am proud and excited to announce I've been certified by Pavilion in the inaugural AI in GTM School. 🎉 Many thanks to Andy Jolls and all of the instructors who made this course so timely and hands-on with the AI strategies and tactics GTM leaders need to effectively leverage AI in our organizations. As always, the cohorts are among the most valuable part of Pavilion courses and I appreciate the relationships I've built and deepened through this program. I look forward to my next course in April "P&L Fluency for GTM Leaders" with Sam Jacobs - hope to see you there.

Scott Travis

Fractional CRO | GTM O.S. Certified | Helping Seed–Series B founders replace founder-led sales with real GTM systems

Sat in on Sam Jacobs P&L Fluency session in Pavilion today and it was a great reminder that GTM leadership is really a finance role in disguise... The slide below says it all very simply, and really resonated: • “Growth is optional, math is not.” 👉 You can debate strategy all day, but the numbers don't lie. • “Retention compounds, CAC does not.” 👉 Most teams obsess over acquisition and underinvest where the real compounding happens. • “Averages lie, cohorts tell the truth.” 👉 Blended metrics hide problems. Cohorts show where your model actually works (or doesn’t). • “You can’t outgrow bad unit economics.” 👉 More volume just scales the pain. If you lead revenue and haven’t built real P&L fluency and the ability to convert it into Unit Economics, or you are like me and simply looking to refresh your knowledge, this is a high-ROI use of your time. Highly recommend Pavilion and this class, along with several others they provide! Link to Join is in the Comments 👇 .

Sergio G. Chavez

Scaling B2B Tech via Ecosystems & Partnerships | GTM, Channel & Partnerships Leader | Marketplace & Platform GM | Head of Marketplace & Partnerships @ Sastrify | Founder @ MEXpreneurs

The first cohort of the "Intro to P&L Fluency" course by Sam Jacobs, Pavilion's Founder & CEO, kicked off today! Financial fluency is one of the key aspects which distinguises world-class GTM leaders from the rest. A refresh on this topic is particularly relevant today, as the rules of the game and benchmarks are rapidly changing with the decline in growth rates, the rise of AI-native companies, and investors' focus on capital-efficient growth. Kudos to Sam, Larissa, and the Pavilion team for putting together this incredible course. Glad to be part of it!

Anita Jackson

GTM Champion | Sales Enablement Specialist | ex-Oracle | ex-HPE

Introduction to P&L Fluency with Sam Jacobs at Pavilion was an excellent course. Great overview and guidelines on how to quickly evaluate companies.

Priyanka Nath

It’s always a good time to revisit unit economics and valuation fundamentals. And with the turmoil in SaaS public stocks and continued AI momentum [both upstream capex + downstream model/application layer], Pavilion's recent course on P&L fluency led by Sam Jacobs felt quite timely. A few points that stood out: →NRR still has the strongest correlation to enterprise value among all SaaS metrics. Companies with 130% NRR command a 5.8x trailing twelve-month revenue multiple — and the drop-off at lower NRR tiers is significant. →It’s a solid argument that the big SaaS players [particularly sticky systems of record] aren’t going to lose big logos entirely [i.e., GRR will likely stay healthy], but their ability to predictably upsell/cross-sell new features [and therefore NRR] is at risk if AI upstarts offer a superior product experience and smooth integration with existing workflows [+ data], i.e., without breaking them. →The flip side, of course, is that without gross margins improving for AI startups, they just don’t have the same margin cushion to fund enterprise-grade GTM. Yes, we're seeing product-led sales motions buoyed by bottom-up developer love, but I’m curious to see how far this can stretch without FDEs being a necessity. →I particularly enjoyed this framing from the course: "Growth is a privilege, not a right." It's earned by companies whose unit economics support it. You can't outgrow bad unit economics through scale alone. Which is not to say that you will be profitable from day 1, but at *some* point the math needs to work. And work well. Graph below via Aventis Advisors Q4 SaaS Valuation update:

Carly Pledge

Sales Leader

Why are sales always told you need 3 x pipeline cover? Sam Jacobs inadvertently made me think of this from his P & L fluency course on Pavilion where companies all use the 10x multiplier (which is an awesome course btw, should check it out!) So 3 x Pipe coverage ... Cool. But coverage of what, exactly? It's harder than ever to build pipe. Shout out to the 3,654,267,345 sales emails every decision maker gets a month. 🫠 Your prospects are drowning. So, the pipeline you DO have? You need to understand what it's actually worth. Here's what I've found when you dig into the detail: AE self-generated pipe converts roughly 2x higher than outbound. Demo requests convert around 3x higher. Referrals? Lets say 5x higher. So when someone tells you "you've got 3x coverage, you're fine"... coverage of what? Because 3x of cold outbound is not the same as 3x of referrals. Not even in the same postcode. Now also layer in the harsh reality. January is a ghost town. February is just about kicking in. Summer holidays eat into July and August. Event season pulls you off the phones. December goes quiet. Your actual selling window is probably more like 7-8 months. Maybe less. And if your average sales cycle is 6 months? You needed that pipeline generated yesterday. So here's what I've seen help AEs plan properly, just in case your manager hasn't walked you through this yet: - Break your pipeline down by source. Know your conversion rate for each. - Work out your real selling months... not 12, be honest with yourself. - Map your sales cycle length against those months. When's the latest you can generate new pipe and still close it this year? - Front load. If you're waiting until Q2 to ramp activity, you're already behind. Most AEs will also have accelerators on comp, so earlier you hit the more you earn! - Prioritise the sources that convert best. Self-gen and referrals aren't optional extras, they're your highest value pipe. The AEs who consistently hit the target aren't always the ones working harder, they work smart. They did this maths in January and planned around reality instead of vibes. Happy Friday, thanks for coming to my ted talk. Sorry if this ruins your weekend planning 🙃

Carly Pledge

Sales Leader

Why are sales always told you need 3 x pipeline cover? Sam Jacobs inadvertently made me think of this from his P & L fluency course on Pavilion where companies all use the 10x multiplier (which is an awesome course btw, should check it out!) So 3 x Pipe coverage ... Cool. But coverage of what, exactly? It's harder than ever to build pipe. Shout out to the 3,654,267,345 sales emails every decision maker gets a month. 🫠 Your prospects are drowning. So, the pipeline you DO have? You need to understand what it's actually worth. Here's what I've found when you dig into the detail: AE self-generated pipe converts roughly 2x higher than outbound. Demo requests convert around 3x higher. Referrals? Lets say 5x higher. So when someone tells you "you've got 3x coverage, you're fine"... coverage of what? Because 3x of cold outbound is not the same as 3x of referrals. Not even in the same postcode. Now also layer in the harsh reality. January is a ghost town. February is just about kicking in. Summer holidays eat into July and August. Event season pulls you off the phones. December goes quiet. Your actual selling window is probably more like 7-8 months. Maybe less. And if your average sales cycle is 6 months? You needed that pipeline generated yesterday. So here's what I've seen help AEs plan properly, just in case your manager hasn't walked you through this yet: - Break your pipeline down by source. Know your conversion rate for each. - Work out your real selling months... not 12, be honest with yourself. - Map your sales cycle length against those months. When's the latest you can generate new pipe and still close it this year? - Front load. If you're waiting until Q2 to ramp activity, you're already behind. Most AEs will also have accelerators on comp, so earlier you hit the more you earn! - Prioritise the sources that convert best. Self-gen and referrals aren't optional extras, they're your highest value pipe. The AEs who consistently hit the target aren't always the ones working harder, they work smart. They did this maths in January and planned around reality instead of vibes. Happy Friday, thanks for coming to my ted talk. Sorry if this ruins your weekend planning 🙃

Irina Jordan

VP Marketing

P&L fluency is a must for anyone on the revenue team. Luckily, Pavilion helps you get there. Forecasting and Annual Planning course is underway.

Fernando Henderson

CRO at Dattos

Excited to be done with Pavilion’s CMO School—humbled and ready to get stuck in. Big thanks to Dean Andrea Kayal for setting the bar and Udi Ledergor for showing that B2B branding can be quite fun. The toolkit : • GTM & Product Marketing: Bridging brand and demand with precision. • LLM Horizons: Scaling AI integration for real growth. • Enterprise Positioning: Mastering the boardroom and owning an authentic audience and more. If you are in GTM and you don’t know Pavilion, follow Sam Jacobs to get a feel of the level of insights, learning and networking you can get. Totally worth it!

Irina Jordan

VP Marketing

Pavilion is on 🔥 ! Brand new P&L Fluency course led by the one and only Sam Jacobs delivers in its inaugural class. P&L fluency isn’t about finance. It’s about decision-making. Key takeaways: • Revenue is not fuel. Cash is. Growth without efficiency just burns faster. Businesses don’t run on “gas” (revenue) — they run on cash generation. • The P&L tells a story in under 90 seconds if you know where to look: → Growth trajectory → Cost structure → Operating leverage → Trends over time • Gross margin is strategy. It determines how much room you have to invest, experiment, and survive market shifts — especially in AI-heavy or complex models. • Expenses aren’t bad. Misaligned expenses are. Sales, R&D, and G&A should map clearly to value creation — not just historical budgeting. • Rule of 40 still matters — but context matters more. Growth may be worth 2–3x profit at certain stages, but eventually efficiency has to show up on the page. • Financial statements answer different questions: Income Statement → performance over time Balance Sheet → health at a moment Cash Flow → reality Big reminder: 👉 You don’t need to be a finance person to read a P&L — but you do need P&L fluency to be an effective operator.

Emma Lo🧋

CS & RevOps Leader | Driving Scalable Customer-Led Growth Across GTM | Top 100 CS Strategist 2025 & CS In Focus Podcast and Owner

GTM doesn’t scale on opinions. It scales on systems. Yesterday I caught up with Ajay Joshi. We met through Pavilion CRO School and stayed in touch. Those early monthly coffee chats turned into something I really value: a space to think with someone outside my usual bubble. Ajay is one of those people who’s consistently generous. He connects people, shares what he’s seeing, and still says things like, “If you have a business idea, let’s walk it through.” The takeaway from this one was simple: If you want to break through the next growth ceiling, you need real revenue architecture. Clean data, clear ownership, solid enablement, and an operating cadence that holds up when things get noisy. And none of it matters if you can’t communicate it. Because clarity drives alignment, adoption, and investor confidence. Leaving the coffee chat with one question, I’m practicing: Can I explain this without the spreadsheet open? P.S. Snowstorm to sunset patio in under 24 hours. Even the palm trees feel unreal.

Kyle Boswell

Regional Vice President of Sales

Proud to share that I’ve just completed Pavilion’s Introduction to P&L Fluency certification, leveling up my ability to translate GTM work into revenue, margin, and enterprise value conversations with finance and the board. This program sharpened how to analyze income statements, model unit economics, and frame investment decisions in the language CFOs actually care about. If you’re a GTM or revenue operator who wants to move from “budget request” to “modeled ROI case,” I can’t recommend digging into P&L fluency enough. Thank you Sam Jacobs for leading this course and looking forward to taking the next step in my Pavilion journey by going through the CRO School. #GTMleadership #RevenueLeadership

Leah Russo

VP of Marketing @ Clearco | Marketing & Revenue Executive | Scalable GTM

Two exams. Two certifications. One big takeaway: learning hits different when you're in the right room. I just wrapped both #CRO School and #CCO School with Pavilion. Yes, I passed the exams. But the real value? The conversations. The cohorts. The people. Every week, we didn't just learn the material, we talked about what actually works. We debated strategy. We swapped war stories. We challenged each other to think bigger. That’s how I connected with leaders like Anthony DeShazor here in Atlanta, who invited me to join the Pavilion CCO Steering Committee (can’t wait to get to work). And others who sparked real alignment around the work I'm doing with Novara, who I know I'll be collaborating with beyond this course. Pavilion isn’t just education or professional development. It’s a catalyst for better thinking, stronger leadership, and deeper community. If you’re leading Marketing, CS, RevOps, or GTM and want to sharpen your edge while building relationships that last, this is it. Let’s keep building smarter together. #CROschool #CCOschool #CustomerSuccess #GTMStrategy #RevenueLeadership #Pavilion #community #LeadershipDevelopment #LifelongLearning

Melissa Theiss

Head of People Ops at Kit | Advisor and Career Coach | I help People leaders think like business leaders to level-up in their careers

I'm a Head of People... and l've taken Pavilion's CMO, CRO, and CCO, and Forecasting Schools. Why? Because everyone in leadership is responsible for the business as a whole. So, it pays — sometimes literally — to be able to understand and contribute to business discussions ranging from MQL goals and sales incentive plan design to retention targets and revenue recognition standards. Do you need to be the CMO, CRO, CCO, and CFO? No, absolutely not. But, it's hugely beneficial to have enough base knowledge to be able to ask good questions that result in productive debates. What do you think: Should people leaders be expected to have strong business acumen outside of their core domain? ___ 🔔 If your answer was a resounding “Yes” then hit follow and subscribe to The Business of People newsletter in my profile. Over the next two weeks, I’ll be focusing on the biggest things HR leaders need to know to be strong business partners to enterprise sales teams.

Ian Buchanan

Growth Marketing | Marketing Operations @ Winning by Design

If I went back in time 8 years, and told my graduating self that his degrees in Finance and Accounting would lead him to one day going all in on Marketing and RevOps, he would probably have said, "What's RevOps?" Yet, here we are. A bit of a roundabout journey - but one I'd never wish to trade or replace. Recently, I worked my way through 8 impactful sessions of content presented as part of Pavilion's CMO School. While I'm no CMO, I had the opportunity to learn from some of the nation's best - each discussing strategies, tactics, and novel approaches to help strengthen all of the dimensions needed in the ever-evolving role of head marketer. From Board dynamics, budgeting, hiring, and DemandGen, to AI, product marketing, and ecosystem-led growth, I'm left with tons of great insights - some for now, some for (maybe one day) later. Major thanks to Pavilion for putting together such a valuable curriculum.

Courtney Owen

Director & Head of Marketing at Guardify

Thrilled to share that I’ve officially completed CMO School and earned a new certification from Pavilion! 🎓✨ Thank you to all of the instructors for sharing their amazing knowledge. Can't wait to bring my learnings back to the Guardify team!

Mauro Paretti

Growth & Revenue-Obsessed B2B SaaS Marketer 🚀 | VP/Director Level | ABM, Demand Gen, Field Marketing | Strategic, Hands-On & Global 🌍

Proud to share that I’ve completed the CMO School by Pavilion! As Socrates said: “The only true wisdom is in knowing you know nothing.” This experience has reinforced how vital it is to stay curious and keep learning especially in a world that’s changing fast. From business alignment and GTM strategy to partner ecosystems, team management, and the impact of AI and emerging tech, the sessions were insightful. But what stood out most was learning from the experiences of other marketing leaders. Grateful for the journey, the lessons, and the community. #CMOSchool #Pavilion #MarketingLeadership #ContinuousLearning #B2BMarketing #GTM #AI #TeamManagement #Partnerships

Justyna Brownbridge

Chief of Growth @ Tribal Impact | Employee & Executive Branding for B2B Enterprises | Co-host of B2B Social Growth Podcast | LinkedIn Sales Navigator Trainer

In May I joined the Pavilion community for marketing leaders. I did it for two reasons. First, I wanted to connect with others in similar roles, facing similar challenges. Second, I wanted to complete their 8-week Chief Marketing Officer School. I have to admit I was a bit sceptical about the CMO School. Several presenters (despite being highly experienced marketing practitioners) came from IT companies that sell go-to-market tools, and I found myself wondering if the course would turn into a sales pitch. But I couldn’t have been more wrong. The sessions were full of practical frameworks, templates and playbooks. From how to drive sustainable growth and budget smarter to how to make the most of GenAI and rethink go-to-market strategies, it gave me a lot to think about and apply. The cherry on the top was last week's session by Anthony Kennada on the subject of Brand Humanity which covered the subjects that we preach for here all the time at Tribal Impact -> authentic executive thought leadership and creator-led content and how it all builds trust in B2B companies. He also talked about the importance of investing in building our personal resiliency and wellbeing which hit home hard for me. Best part? Meeting marketers from all over the world and realising that all of us are in the same speedboat figuring out how to stay ahead in an industry that's is being transformed by AI at a breakneck pace. If any of this sounds familiar, I honestly can’t recommend this enough. The only way for us to stay relevant is to keep learning. And learning together is great! Thank you Kathleen Booth for introducing me to this incredible community!

Elizabeth Thorn

Head of Marketing @ Toggl | Building the future of ⏱️ intelligence

Just wrapped up the 8-week live intensive Pavilion CMO School, and wow...what a ride! The course was packed with insights from B2B experts, who taught everything from building stronger CEO relationships to leveraging AI (because, I hate to break it to you, but the robots are here to stay). Honestly, though, the real value of the course was in the ability to participate in the discussions with the incredible cohort I got to learn with—sharp minds and soooo much experience. Feeling inspired, equipped, and ready to put these lessons into action in my new role (and eager to start the GTM Leadership Accelerator School next week 🎓).

Alexander Kotler

MoreForLES.com | Lic. RE Salesperson | 10002

Thank you, Pavilion. It's been a fantastic ride. As I look back on the past six years, I take stock of the roles, programs, courses, and activities that I built, led, contributed to, and participated in, including: · NYC Chapter Lead and Head of the Associate Steering Committee (2024-2025) · Strategic Brand Building on LinkedIn (2025) · AI & Automation Strategies for GTM Leaders (2025) · Customer Centric Growth (2025) · Revenue Architecture (2024) · Intro to Marketing Leadership (2024) · QUIPS creator and host (2022) · CMO School, Certificate of Completion (2022) · RevOps Summer School, Certificate of Completion (2021) · NYC Steering Committee (2021) · First #tech_stack Channel Moderator (2020) · $0-30 Million Trailblazers Council (2019-2020) · NYC Marketing Council (2019-2020) I'm grateful to have joined during the Revenue Collective days, as I had a chance to meet, learn from, and rub shoulders with some of today's top GTM leaders. Today, Pavilion is the go-to organization for professional learning and development for people working across GTM, and I'm grateful to have played a part in its evolution.

Ken Mafli

Head of Demand Generation

I just completed the CMO School from Pavilion. Highly recommended! I was super excited to sit in and hear from my old colleague, Jen Spencer, on how she crafts DG and leverages Account-based Experience as a key driver in her GTM motion.

Jeroen Hendriks

Growth Through Togetherness | Founder IF Associates I AI-Powered, Togetherness-Led GTM & Expansion | Chief Commercial Officer Dovilo I Community Leader Pavilion (1200+ CMOs) | Fractional GTM Executive I Revenue Architect

Pavilion CRO school class mates 2021. Never forget. During that period Karl Ortmanns featured in episode 2 of the "Growth Through Togetherness" Fireside chat I just launched. Last week I was invited on his "Revenue Problem Solvers" Podcast that he launched this year. Always great chatting, learning, building. Together. One GTM team never gets old. #GTM #culture #community #togetherness

Lisa Vecchio

We met a few years ago through Pavilion’s CMO School…three women navigating leadership, ambition, and all the chaos in between. Since then: 💼 I made a job change to VEED.IO 🚀 Hannah Garner shifted from CMO to CRO 😻 Maeva Cifuentes is moving from agency Founder to solo Strategist What started as a few peer workshops turned into something much more valuable: Zoom catch-ups, WhatsApp check-ins, podcast guest appearances and genuine support through every career twist. Because career growth is better when you’re not doing it alone.

Bruce Scheer

CEO, ValuePros.io | Value Execution Partner Helping Revenue Organizations Eliminate Buyer Indecision | Keynote Speaker & 2× Bestselling Author

I'm attending CRO School by Pavilion, and genuinely loving it so far. Sam Jacobs delivered an excellent session, which I used as input for the carousel below, along with additional research. Fantastic quotes, Sam. I'm also playing with gamma - a pretty slick formatting tool. Thanks, Tahnee Perry, for giving me the nudge to try out this tool! If you are a revenue leader, this should be a great reinforcement. If you're seeking to develop a financial mindset of a high-performing revenue leader, I hope you enjoy this content.

Amedeo Fanelli

Excited to share that I’ve completed Pavilion’s CRO School! A great experience that expanded my toolkit across GTM strategy, forecasting, and leading high-performance revenue teams.

☁ Emmanuel NAUDIN ☁

CRO - VP Sales - Enterprise SaaS #InsuranceInnovation #insurance #insurtech #AI

I’m happy to share that I’ve obtained a new certification: CRO School from Pavilion! There’s no challenge quite like being a CRO in today’s world. We’re tasked with creating predictable revenue growth in unpredictable times. We need to think about how buyers like to be sold in a digital world, ensure reps are productive, and make certain that everyone is following the same process. In this 8-week comprehensive school, I have enhanced my skills and this has prepared me to strategically level up. I have worked with industry-leading experts from various countries to discuss and gain actionable insight into topics like building a world-class management team, developing a theory of enterprise value, forecasting and revenue modeling, and more. I am super excited and looking forward to leveraging this knowledge to better lead Continuity 's growth both internally and externally.

Shea Cole

CMO @ Field Effect | Pavilion’s 50 CMOs to Watch | Forty Under 40 | IO Startup Advisor | Creator of the 6 Step Strategy

Another Pavilion course in the books! I didn’t take CRO School to become a CRO. (I work alongside a talented one at Field Effect—I learn a lot from him.) I took it to become a better Marketing leader. Understanding how Sales thinks, what pressures they face, and how they make decisions helps me lead better. The Sales-Marketing relationship can be a sore spot—or a superpower. As leaders, we set the tone. My top CRO School highlights: 📍 Sam Jacobs on “Developing a Theory of Enterprise Value” → A sharp reminder of the “why” behind Sales & Marketing. 📍 “Storytelling with Data” by Cassie Young → Best Pavilion session I’ve attended across four full courses. (Cassie is just that good. Or maybe I’m just that much of a nerd. Or both.) 📍 “Foundations of Customer Success” with Sam Slevin → An unexpected favorite. CS has serious revenue potential when done right—and I now realize how much I still have to learn. Would recommend CRO School to CMOs, and VP/Director-level leaders in Sales and CS. Strong content. Real value.

FM

Fraser Murphy

Reimagining how revenue teams scale | Customer-first GTM, Challenger instinct, creative systems, applied AI | ex-mad scientist 👨‍🔬 Building a global social safetynet with SafetyWing

Great to start June with a new personal growth milestone - Completing Pavilion's CRO school 🎉 . Thank you all for the rich insights and sharing your experiences so openly 🙏

Steven Gerry

VP of Sales @ Tidal Cyber 🌊

Excited to have passed the CRO School Final Exam this week after a remarkably action-packed few months. Pavilion nailed this one - truly the most no-BS & highly actionable GTM material I’ve ever absorbed. Can’t recommend it enough to anyone in any VP/C-Level GTM role.

Lana Semenova, MBA

CX & Customer Operations Executive | Omnichannel Sales, Retention & Contact Centers | Telecom, SaaS, Fiber | B2B/B2C |Transformation & Consulting

I've finished the CRO School at Pavilion University, which focuses on the SaaS world (and its unique "dialect") Even though SaaS has its own language, the principles I learned apply everywhere. As a total data nerd, the last module on data was my favorite. The "Snorkeling vs Scuba Diving" analogy for data analysis is something I'll be using all the time now. Huge thanks to Pavilion for the incredible resources and the awesome community. And a special thanks to my cohorts, who were always there to offer advice and share their perspectives. If you're looking to level up your revenue leadership skills, I highly recommend this course.

Sebastien Daune

Pavilion has been pivotal into my transition from Individual Contributor to Sales Leader and CRO.

Rebecca Zent

💫 I'm excited to share I received a new certification in AI in GTM from Pavilion. What made this different wasn't just the curriculum. It was learning alongside GTM leaders who are doing this work in the real world, and watching how quickly theory becomes practice when the people in the room have real decisions and pipeline on the line. A huge thanks to Andy Jolls for balancing accessibility with ambition, ensuring no one got left behind while pushing the cohort to adopt emerging AI capabilities as fast as they're being released. A few things that stuck with me: 🔍 AI isn't just a research tool. It's a growth strategy layer. From competitive positioning analysis to executive-ready presentations, @JohnWilliams alone reframed how I approach growth planning. 🤖 Agents are no longer experimental. We went hands-on building multiple step autonomous workflows that research, decide, and execute, with guardrails built in. 👥 The "AI teammate" concept hit differently than I expected. We learned how to consider the five design decisions behind teammates, thanks to Liza Adams GRACE framework. ⚙️ Automation ROI is measurable. Mapping high volume GTM workflows to no code sequences, then calculating the return, makes the business case concrete. Prompting for the first 90-days by Jonathan M K. was dynamite! Thank you to all the session facilitators - Chris Black Chris_Crystalblack, @RyanStaley, Josh Carter, Scott Wueschinski Happy to share what I learned with anyone building in this space. 🫶

Vivian Simich

Head of Sales | Scaling Revenue from €5M–€30M ARR | Building Predictable GTM Systems | SaaS & AI | EU & GCC

Questions every sales leader should ask before taking the job. Too many sales leaders join a company and leave after 6 months. The question isn’t why it didn’t work, but why the risks weren’t clear earlier. Good companies actually appreciate these questions. They show you care about outcomes, not just titles. Below are the questions I’d never skip, based on a recent session at Pavilion GTM Leadership Accelerator School, with insights shared by Andrea Kayal. 1. Customer health & retention Ask about: Gross retention (how many revenue dollars stay by year end) Logo retention Net Revenue Retention (NRR) If retention is weak, ask why. Persistent churn is usually a product problem. If the product doesn’t meet customer needs, no customer success or account management will fix that. 2. Business health Ask: Growth target vs. actual (YoY, QoQ) LTV / CAC Payback period Gross margin Rule of 40 This tells you whether growth is sustainable or just expensive. 3. Booking targets & GTM mix Ask: What is the ACV (average contract value)? Which GTM lanes contribute to bookings: inbound, outbound, partners? How diversified is revenue today? 4. GTM diversification = capital question If 80–90% of revenue comes from one channel, you’ll likely need to diversify. Understand the cost of doing so and whether there is a budget for it. Diversifying GTM is expensive. Building a new channel often means building a startup inside the startup. If the company wants diversification, ask: How much capital is allocated? When do they expect results from the new channel? 5. Sales cycle & pipeline reality Ask: Average sales cycle length Pipeline coverage: how much of next quarter’s forecast already exists vs. still needs to be built. This tells you how hard the job really is. 6. Team & culture signals Ask about: Employee attrition (how many people leave the company over a year) Which departments churn the most? Glassdoor rating (below ~4 is usually a signal, don’t let it be explained away) If culture is broken, your job will be much harder. These questions don’t make you “difficult.” They make you prepared. And they significantly increase the odds that when you do take a role, you can actually succeed in it.

Vivian Simich

Head of Sales | Scaling Revenue from €5M–€30M ARR | Building Predictable GTM Systems | SaaS & AI | EU & GCC

Questions every sales leader should ask before taking the job. Too many sales leaders join a company and leave after 6 months. The question isn’t why it didn’t work, but why the risks weren’t clear earlier. Good companies actually appreciate these questions. They show you care about outcomes, not just titles. Below are the questions I’d never skip, based on a recent session at Pavilion GTM Leadership Accelerator School, with insights shared by Andrea Kayal. 1. Customer health & retention Ask about: Gross retention (how many revenue dollars stay by year end) Logo retention Net Revenue Retention (NRR) If retention is weak, ask why. Persistent churn is usually a product problem. If the product doesn’t meet customer needs, no customer success or account management will fix that. 2. Business health Ask: Growth target vs. actual (YoY, QoQ) LTV / CAC Payback period Gross margin Rule of 40 This tells you whether growth is sustainable or just expensive. 3. Booking targets & GTM mix Ask: What is the ACV (average contract value)? Which GTM lanes contribute to bookings: inbound, outbound, partners? How diversified is revenue today? 4. GTM diversification = capital question If 80–90% of revenue comes from one channel, you’ll likely need to diversify. Understand the cost of doing so and whether there is a budget for it. Diversifying GTM is expensive. Building a new channel often means building a startup inside the startup. If the company wants diversification, ask: How much capital is allocated? When do they expect results from the new channel? 5. Sales cycle & pipeline reality Ask: Average sales cycle length Pipeline coverage: how much of next quarter’s forecast already exists vs. still needs to be built. This tells you how hard the job really is. 6. Team & culture signals Ask about: Employee attrition (how many people leave the company over a year) Which departments churn the most? Glassdoor rating (below ~4 is usually a signal, don’t let it be explained away) If culture is broken, your job will be much harder. These questions don’t make you “difficult.” They make you prepared. And they significantly increase the odds that when you do take a role, you can actually succeed in it.

André Bressel

AI in Go-to-Market | Advisor & Speaker 📈 | RevOps Enthusiast 🚀| Community Builder 🙌

Sadly, I've learned that lesson way too late. It might sound like a stereotype, but I truly believed that "process can solve everything". Well, I am German so I guess this is fair to assume 🤔. It hurt more when I found out that it's actually counter productive in a lot of ways. The struggle is: you never know what you don't know. When you are making your first steps as a commercial leader or heading a department, others expect you to know it all. It feels lonely, comes with a lot of anxiety and some misbelief in yourself. In the end you can't know it all, and it's also not what should be expected by others or by yourself. Last night we wrapped up the very first session of this season's Pavilion GTM Leadership Accelerator. All the messages I got afterwards are a clear testament to the above. Here are three learnings you can use as a commercial leader yourself to make less mistakes than anyone before you: 1️⃣ It's ok not to know: The times are gone where you need to be the absolute authority in the room. As a leader it's your responsibility to excel at two things: First, lead with vision, context and clarity so everyone can be at their best. Second, compensate for your weaknesses in hiring or further education (see Pavilion University 🎓). 2️⃣ Be vulnerable: Share your struggles from your very own perspective. Help people understand where you stumbled in life, how you resolved difficult situations and what you gained from it. It does not only make you more approachable as a leader, but shows to everyone that we are all just people. 3️⃣ Facilitate community: Exactly like in Nadja's comment. So many people are going through the exact same experiences you are going through. Connect with a community where you find those peers, share with them and you will be surprised by the magic of "give to get" which creates incredible leaps in your personal development. What did you recognize way too late?

André Bressel

AI in Go-to-Market | Advisor & Speaker 📈 | RevOps Enthusiast 🚀| Community Builder 🙌

Sadly, I've learned that lesson way too late. It might sound like a stereotype, but I truly believed that "process can solve everything". Well, I am German so I guess this is fair to assume 🤔. It hurt more when I found out that it's actually counter productive in a lot of ways. The struggle is: you never know what you don't know. When you are making your first steps as a commercial leader or heading a department, others expect you to know it all. It feels lonely, comes with a lot of anxiety and some misbelief in yourself. In the end you can't know it all, and it's also not what should be expected by others or by yourself. Last night we wrapped up the very first session of this season's Pavilion GTM Leadership Accelerator. All the messages I got afterwards are a clear testament to the above. Here are three learnings you can use as a commercial leader yourself to make less mistakes than anyone before you: 1️⃣ It's ok not to know: The times are gone where you need to be the absolute authority in the room. As a leader it's your responsibility to excel at two things: First, lead with vision, context and clarity so everyone can be at their best. Second, compensate for your weaknesses in hiring or further education (see Pavilion University 🎓). 2️⃣ Be vulnerable: Share your struggles from your very own perspective. Help people understand where you stumbled in life, how you resolved difficult situations and what you gained from it. It does not only make you more approachable as a leader, but shows to everyone that we are all just people. 3️⃣ Facilitate community: Exactly like in Nadja's comment. So many people are going through the exact same experiences you are going through. Connect with a community where you find those peers, share with them and you will be surprised by the magic of "give to get" which creates incredible leaps in your personal development. What did you recognize way too late?