Go-to-market has changed dramatically over the last decade. Channels have multiplied. Technology has lowered the cost of experimentation. Buyers can educate themselves, compare options, and involve stakeholders long before they ever speak to a seller. Entire categories of tooling appear, peak, and fade in a

When lead-to-opportunity conversion starts to slip, the response inside most B2B organisations is predictable. Leadership asks why fewer leads are turning into opportunities. Forecasts feel exposed. Pressure builds. Teams are told to “fix conversion”. What usually follows is well-intentioned, but damaging. Qualification thresholds loosen slightly.

Most B2B deals don’t fail in obvious or dramatic ways. I should know. I’ve been in this arena for over 17 years now. They don’t end with a firm “no,” and they rarely collapse after a single hard negotiation. Instead, they slow down gradually. Meetings

Most B2B leaders believe lead qualification is a sales skill. If deals are slipping through the cracks, the assumption is that reps aren’t asking the right questions, aren’t firm enough, or aren’t experienced enough to separate good opportunities from bad ones. The fix, naturally, becomes

Few topics create as much quiet frustration inside B2B organisations as MQL to SQL conversion. Marketing teams insist the MQLs are good. Sales teams insist they aren’t. Leadership hears both arguments and, over time, trusts neither. Conversion rates move up and down, dashboards look busy,

Lead-to-opportunity conversion is one of the most referenced metrics in B2B go-to-market, and one of the most consistently misunderstood. Marketing teams watch it to understand whether demand is “good enough.” Sales teams use it to decide which leads are worth engaging. Leadership looks at it