Lisa Sinclair

Be honest: How many of your sales reps maintain a "shadow spreadsheet" to double-check your commission math? 📉 If the answer is "most of them," you have a costly problem. When reps don’t trust their commission visibility, two things happen: 1️⃣ They waste valuable selling time playing accountant. 2️⃣ Your RevOps and Finance teams drown in "why did I get paid this amount?" support tickets at the end of every month. A superior payee experience isn't just a "nice to have" perk; it's an ROI engine. Our new AI-Powered Payee Experience empowers reps to self-serve answers to complex questions instantly. That means less time debating the numbers and more time hitting them. Stop the shadow accounting. Start motivating. Learn more here: https://lnkd.in/gGx5UTuT

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You don’t need a CSM title to become a CSM. If you’ve worked with customers, you already have more CS experience than you think. The key is translation. One of the biggest mistakes I see people make when pivoting into Customer Success is they describe what they did instead of translating it into Customer Success outcomes. Hiring managers aren’t obsessed with your title. They’re listening for:
• Adoption
• Retention
• Time-to-value
• Customer outcomes 
They care about whether you’ve already been doing the work, just under a different name. Here’s how to translate your experience 👇🏾 PS: If you’re pivoting into CS and want help translating your role into CS language, drop your current title below I’ll respond to a few.

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Burnout? Your CSM probably isn’t burned out because they’re bad at the job. They’re burned out because the job was designed wrong. In a lot of companies, the CSM role slowly turns into the catch-all for everything customer related. Support issue? Send it to the CSM. Product feedback? CSM. Implementation confusion? CSM. Renewal risk? Also CSM. Somewhere in there we also expect them to be “strategic” but strategy requires space to think and most CSMs are spending their day context switching between ten different problems. That’s not strategy it's triage. The best CS orgs I’ve seen are much more intentional about role design. Clear ownership. Clear escalation paths. Clear expectations around revenue impact. Because if everything rolls downhill to the CSM, eventually the strategic work disappears. And that strategic work is usually the work that actually protects revenue.

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If your SDR’s job is “200 dials a day + read the script,” you don’t have an SDR role. You have automation that hasn’t been installed yet. Tal Paperin said it bluntly: an autodialer can call 10,000 numbers an hour with a flawless voice. If the work is repeating a piece of paper, the machine is better. So why do you need the person? You don’t. And this is the part most SaaS leaders are avoiding: AI isn’t “changing sales.” It’s deleting roles that were never sales in the first place. Because scripted outreach was always a shortcut: it only worked when buyers tolerated it. In 2026, they don’t. If you’re leading revenue, the question isn’t “how do we add more AI to SDR.” It’s: what is the human job that AI can’t do? The answer is not features. Not your company. Not your pitch. It’s the buyer. A modern SDR isn’t a dialer with a script. They’re a buyer navigator: they research pressure and timing, earn relevance, start real conversations, learn the account’s reality fast, and create enough credibility for the next step to exist. If your outbound motion is still built on volume plus scripts, AI won’t “help” you. It will replace you. 🎙️The conversation with Tal Paperin is live: link in the comments.

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Not every SaaS company should be “scaling” right now. If your messaging isn’t clear, your ICP isn’t well defined, and your sales conversations are inconsistent, more traffic will only amplify the problem. The smartest teams pause, tighten the basics, and then scale with confidence. Growth feels slower in the moment. But it compounds faster. Follow this page for practical B2B SaaS growth insights. Get a free strategy audit at www.elanova.digital #B2BSaaS #SaaSGrowth #B2BMarketing #DemandGeneration #PerformanceMarketing #ElanovaDigital

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As our CEO and Founder Amy Downs shared in her post, CSMs deserve better than recycled sales training. We’ve seen it again and again: CSMs are expected to think commercially, manage churn risk, drive expansion and build long-term partnerships, yet they’re often trained with frameworks that weren’t designed for the role. CO Academy was born out of that frustration. Watching our Founding Cohort shape this program with their real challenges and reflections has been one of the most energizing moments for our team this year. This isn’t just another training. It’s a space built specifically for Customer Success professionals who want to operate at the next level. And we’re just getting started 💜 CO Academy launch is coming soon 🚀 Stay tuned, we are building it for you 😲 👀

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Sales reps have lost the art of prospecting. In our Value Selling training we always mention that in a good sales company, the SDRs should work very passionately, as though the company will shut down without their contribution. And the field sales reps should work as though the SDRs don't exist, as in, do their own prospecting. This creates a healthy symbiosis and no over dependence. #sales #salestraining #prospecting #gopush #thatvalueseller

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A CSM's GUIDE TO READING A CUSTOMER'S SLACK TONE "We'll take a look internally." "Not a priority right now." "Can you just send us the documentation?" If you've been in Customer Success long enough, you've probably stared at at least one customer message and thought: what does this actually mean? But here's the thing: A single Slack message rarely tells you the full story. "We'll take a look internally" could mean they're genuinely reviewing the information or that they've been disengaging for weeks and you just haven't connected the dots yet. "Not a priority right now" could mean the timing is genuinely wrong, or it could be the third time they've deprioritised something connected to your product. The message itself isn't always the signal but the context around it. Before you start decoding Slack tones, zoom out and ask yourself what has changed. Has product usage changed too? Are they still attending meetings? Has a key stakeholder gone quiet? Is this message part of a larger pattern? Because "We'll circle back" means something very different from an engaged customer than it does from a customer who has missed two check-ins, reduced usage, and is approaching renewal. As CSMs, we shouldn't build a churn forecast around one short message, but we also shouldn't ignore changes in behaviour just because the customer hasn't explicitly said, "We're unhappy." One message is a moment. A pattern of messages is a signal. What's one customer message that always makes you pause before responding?

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