Your revenue problem may not be your sales team. It may be the go-to-market strategy behind them.
The fastest-growing companies can still lose months of revenue when urgency replaces buyer clarity.
Many CEOs push harder when growth stalls: more activity, more pipeline, more hiring, more pressure. But when the market message, buyer definition, and revenue process are not aligned, additional effort can amplify the wrong direction.
The cost is not just missed deals. It shows up in wasted sales capacity, longer cycles, unpredictable forecasting, weaker EBITDA performance, and valuation pressure when future growth is questioned.
Revenue engines become difficult to diagnose when leadership cannot see where demand breaks down or why opportunities stop moving.\
Mike Brunnick, CEO of VALR Advisors, shares the hard-earned perspective gained from years leading revenue growth and helping companies understand where go-to-market strategies lose momentum—and why impatience can become one of the most expensive decisions a CEO makes.
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