Sales enablement

Sales Enablement

Overview

This skill covers B2B sales enablement practices: how marketing teams build content, messaging, tools, and processes that help sales teams win more deals. It addresses outbound messaging, competitive positioning, sales-marketing alignment, AI-powered enablement, and pipeline acceleration tactics. All practices are sourced exclusively from guests on the Exit Five podcast; no outside best practices have been added.

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Outbound Messaging and Cold Outreach

Build Status-Quo-Busting Outbound Messaging

Replace product-centric pitches with curiosity-driven messaging by answering four questions collaboratively with sales, product, and leadership:

1. Who is most likely to have the problem your solution solves?
2. How do those people solve the problem today, and why?
3. What is the unintended negative consequence of how they're solving it now?
4. Who else took a different approach?

Use these answers to craft outbound that highlights the cost of staying the same—not the cost of doing nothing—and creates perception curiosity: an itch to scratch that makes prospects want to learn more. Avoid mentioning your product; focus on making prospects think differently about their own behavior first. (Source: Jen Allen-Knuth, Episodes #308 and #343)

Run the Cold Email Checkout Exercise

Conduct a team exercise where sales reps write cold emails to accounts they want to win or expand, then read them aloud in front of peers. As each email is read, have the audience raise their hand or signal the exact moment they mentally check out or lose interest. This creates immediate, visceral feedback on where messaging fails and helps reps understand how prospects actually experience their outbound. Repeat this exercise across the team to build awareness that feature-heavy, product-centric pitches no longer work. (Source: Jen Allen-Knuth, Episodes #308 and #343)

Equip Cold Callers with Signal-Based Context

Cold calling fails when reps lack context. Give reps a specific, visible reason why they're calling a prospect—display it in front of them during the call so they can reference it naturally (e.g., "Your company has these signals, and I'm calling you specifically because you know John who knows us"). This transforms cold calling from a rejection-heavy activity into a contextual conversation, improving both answer rates and rep morale. (Source: Trinity Nguyen, Episode #306)

Use LinkedIn Engagement as a Buying Signal for SDR Outbound

Monitor LinkedIn posts—from your company, competitors, or influencers—for comments and reactions from people in your ICP. Have SDRs run outbound plays that reference the specific post and quote comments from other engaged users, creating context for why you're reaching out. The person has already demonstrated interest in the topic publicly. Do this manually by reviewing comments or use a tool to surface these signals. (Source: Kevin White, Episode #286)

Prioritize SDR Outbound Using Two-Layer Signal Scoring

Have your SDR team prioritize outbound based on: (1) buying signals (website visits, product signups, LinkedIn engagement, integration connections), and (2) ICP fit (is this an economic buyer, sales leader, etc.). Combine these layers to create context for outbound plays. This approach delivers significantly higher conversion than pure ABM or cold outbound because SDRs are reaching out to people showing intent signals, not just accounts that fit the profile. (Source: Kevin White, Episode #286)

Use Loom Video Audits as Personalized Outreach

Create personalized Loom video audits—analyzing a prospect's ad spend, marketing tech stack, or portfolio company performance—and use them as the primary value proposition in outreach. Link to the Loom video via QR code on direct mail or in email. This creates a memorable, personalized touchpoint that stands out from generic outreach. (Source: Jeremy Chung, Episode #341)

Use Semi-Automated LinkedIn DM Sequences to Convert Engaged Commenters

Identify high-value prospects who comment on your posts (especially those matching your ICP), and trigger a semi-automated DM sequence that thanks them for the comment and introduces your product or service. Use a tool or consultant to manage this workflow so it doesn't overwhelm your personal inbox. Organize incoming messages into separate folders (e.g., "focus" for personal messages, "other" for automated sequences) to keep your inbox manageable. This converts passive engagement into active sales conversations without requiring manual outreach to every commenter. (Source: Adam Robinson, Episode #157)

Start Positioning with Customer Beliefs, Not Features

When developing sales messaging, first identify what the customer actually cares about and the underlying beliefs driving their current behavior. Introduce new information that challenges those beliefs, creating openness to a new way of thinking. Only after establishing this worldview shift should you introduce your product capabilities. (Source: Jen Allen Knuth, Episode #170)

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Sales Content Creation and Enablement Assets

Co-Create Sales Content with Sales Teams

(Note: this is contested — see Where Experts Disagree)

Rather than marketing creating templates and messaging in isolation, sit down with sales reps and collaboratively write content (emails, decks, talking points) in shared documents in real-time. This ensures content is actually usable in real conversations and builds credibility between functions. The marketer learns what sales actually needs by observing calls and ghosted deals, while sales gets better messaging. (Source: Dave Gerhardt, Episodes #232 and #170)

Include a ground-level seller—not a sales manager or executive—on the core team for every content launch. This person brings real objection context, territory insights, and credibility with peers. They become an advocate who can testify to using the content in actual calls, which drives adoption across the sales org far more effectively than top-down rollout. (Source: Kira Federer, Episodes #254 and #184)

Provide Modular Content with a Single-Slide Option

Recognize that salespeople will not use a 10-slide deck in every call. Provide a single-slide version of key messaging that salespeople can drop into their existing pitch. Pair this with FAQs, anticipated objections, and social media copy they can adapt in their own words. This flexibility increases adoption because it fits into their actual selling process rather than forcing them to adopt an entirely new presentation. (Source: Kira Federer, Episodes #254 and #184)

Create Custom Account Lists Segmented by ICP for Each Launch

When launching new messaging or features, analyze which ICPs the launch actually applies to—not all of them. Pull a custom account list for each salesperson showing only the accounts in their territory that match the relevant ICPs. This prevents salespeople from wasting time on irrelevant prospects and increases the perceived relevance of the launch to their specific book of business. (Source: Kira Federer, Episode #254)

Time Content Launches to Sales Readiness Windows

Launch content when sales teams are actually paying attention and mentally available, not when product is ready. Avoid September 15 (Q4 focus), mid-July (vacation season), and other low-attention periods. Target pre-Q1 kickoff (when Q2 is slow) or other windows when sellers are mentally present. Marketing—not product—should decide launch timing. (Source: Kira Federer, Episodes #254 and #184)

Repeat Core Messaging Across All Channels

Treat marketing messaging like a political campaign: audit all customer touchpoints (ads, SDR outreach, AE calls, CSM interactions, executive communications) to ensure messaging consistency. By the time internal teams are tired of repeating a message, external audiences are just beginning to absorb it. Repetition is not a bug; it's a feature of effective marketing. (Source: Kyle Coleman, Episode #123)

Build Champion-Focused Internal Selling Assets

Create assets specifically designed to help your champion sell internally to their buying committee (CFO, CTO, COO, etc.), rather than generic sales decks. Tailor assets by use case and buyer persona, using their language and KPIs. These assets should address the champion's specific job of justifying the purchase internally, acknowledge they're evaluating alternatives, and help them understand what they're actually getting. (Source: Talya Heller, Episode #246)

Build Product Launches Around Buyer Problems, Not Features

Start product launch planning by identifying the specific buyer problem you're solving, not the product itself. Use a one-sentence framework: "How can [target audience] [desired outcome] by [your solution]?" This breaks into three components: who is your target audience, what outcome do they want, and how does your product enable it. This approach works even when the product isn't ready yet, and makes it easier to get sales alignment because you're leading with buyer relevance, not product specs. (Source: Zach Roberts, Episode #163)

Use Six Implicit Buyer Questions to Guide Launch Content Strategy

When planning a product launch, structure your messaging and content around the six implicit questions buyers ask themselves during a purchase decision (from David Hoffeld's The Science of Selling): awareness and education on the problem, evaluation of alternatives, and why your product is the solution. Map your launch content to answer these questions in sequence rather than jumping straight to product benefits. This framework helps sales teams understand the conversation flow and makes it easier to create aligned collateral. (Source: Zach Roberts, Episode #163)

Start Story Development with the Sales Deck

If you're trying to introduce storytelling to a company that's skeptical about it, begin with the sales deck. Every company does sales, and the sales pitch is essentially the story—why should a customer pick you over alternatives? By improving the sales deck's narrative, you prove the value of story in a context leadership already understands. Once the sales deck has a strong story, extend that narrative across marketing channels. (Source: Harry Dry, Episode #303)

Use Technical Language for Technical Buyers; Business Language for Economic Buyers

Match your messaging language to your buyer type. Technical buyers (engineers, product managers) need specific technical details and terminology—don't dumb it down. Economic buyers (executives, CMOs) need business-focused language. Ideally, create two versions of messaging: one for technical audiences and one for business decision-makers. (Source: Peep Laja, Episode #119)

Structure Case Studies Around Specific Tactics, Not Just Brand Logos

Instead of generic case studies that only validate that a well-known company uses your product, create case studies that showcase the specific tactics and plays a customer is running, with your product as one component. This makes the content more tactical and helpful to prospects evaluating similar strategies, increasing relevance and consideration. (Source: Taylor Udell, Episode #190)

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Competitive Enablement

Build a Competitive Positioning Map Instead of Battle Cards

(Note: this is contested — see Where Experts Disagree)

Create a simple table mapping your distinct capabilities (3-5 max) against the status quo, specific competitors, and competitive approaches. For each capability-competitor pairing, mark what's possible (green) and impossible (red). This gives sales teams a mental map of which capabilities to emphasize in each competitive situation, and enables content marketers, product teams, and outbound to extract relevant talking points without needing separate battle cards. (Source: Talya Heller, Episode #246)

Group Competitors by Approach, Not Individual Vendor Names

When mapping competitive positioning, avoid listing every individual competitor separately. Instead, group them by competitive approach or method (e.g., "headless CMS approach," "agency approach," "server-side optimization"). Use specific competitor names only when they represent a truly distinct approach; otherwise, treat similar solutions as one competitive category. (Source: Talya Heller, Episode #246)

Create a Market Map for Sales Context

Create a simple visual map showing use cases on one axis and competitors or competitive approaches on the other. Mark whether sales should expect to encounter each competitor in each use case. This helps sales understand the competitive landscape context before drilling into specific talk tracks, and can be adapted by territory, industry, tier, or geography. (Source: Talya Heller, Episode #246)

Teach Buyers to Identify False Competitor Claims

When competitors make claims you can also make (but more truthfully), create content and sales talking points that teach prospects how to evaluate those claims critically. In sales calls, ask prospects specific questions that expose competitor weaknesses (e.g., "How many logins does their platform require?" or "Will it take professional services to implement?"). This positions your truth as the obvious choice without directly attacking competitors. (Source: April Dunford, Episode #309)

Create Competitor-Specific Migration Incentives

Design targeted offers that incentivize customers to switch from specific competitors by tying the incentive directly to their current vendor (e.g., a 50% contract discount to customers migrating from a named competitor). This targets accounts already thinking about switching and provides a concrete catalyst to accelerate their decision timeline from "someday" to "this quarter." (Source: Gurdeep Dhillon, Episode #203)

Interview Customer-Facing Teams for Competitive Positioning Insights

Conduct interviews with sales, customer success, support, and implementation teams to uncover patterns about why customers choose your product and what signals indicate a good fit. Ask sales: "How do you know an inbound lead is a good fit?" Ask success/implementation: "How do you know an implementation will be successful?" These teams have untapped knowledge about competitive dynamics and buyer signals that should inform your positioning and enablement assets. (Source: Talya Heller, Episode #246)

Extract Battle Card Intelligence from Call Transcripts

Use call recording and transcription tools (like Gong or Fathom) to extract customer quotes and insights for product marketing. Build battle cards by analyzing competitor mentions across all sales calls—extract what customers liked and disliked about competitors. This gives product marketing teams authentic customer language and specific objections to address, rather than relying on assumptions. (Source: Michael Cole, Episode #212)

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AI-Powered Sales Enablement

Build a Custom GPT Sales Coach for Signal-Based Messaging

Create a custom GPT trained on your company's positioning, messaging, and the signal types you track (business catalysts, intent, first-party behavior). Use it as a sales enablement tool to provide guidance on appropriate messaging, offer strategy, and outreach approach for accounts showing specific signal combinations. The GPT recommends value-first offers with no ask, helping sales know what to do when marketing surfaces qualified accounts. (Source: Lisa Cole, Episode #315)

Build a Real-Time Buyer Brief Generator Using Economic Data

Create a custom GPT that pulls current economic and market trend data and generates persona-specific buyer briefs for sales enablement. The GPT should include: (1) market context on external pressures facing the persona, (2) internal organizational pressures, (3) day-to-day impact and emotional triggers, and (4) proprietary messaging frameworks tailored to whether the buyer is a prospect (why change) or existing customer (why evolve). Include cited sources and structure the output as a downloadable PDF. Train the GPT on your company's messaging frameworks and guidelines. (Source: Anton Ruis, Episode #278)

Build Custom GPTs as Reusable Instruction Sets for Sales Teams

Create custom GPTs with standardized instruction sets for repetitive tasks that sales teams perform regularly. Instead of asking salespeople to write complex prompts each time, build a custom GPT once with specific criteria and feedback frameworks, then share it with the team. Example: a custom GPT that reviews nurture email sequences against nine specific criteria and provides actionable feedback on improvements. (Source: Dan Guenet, Episode #271)

Use AI to Extract Buying Signals from Unstructured Sales Data

Leverage AI to analyze unstructured data (sales call transcripts, email threads, chat logs) to identify patterns that predict deal wins. Look for signals like multiple mentions of your brand across different sources (peer recommendations, analyst mentions, LLM citations), references to your company in the context of solving specific problems, and evidence of multiple buying committee members discussing your solution. This reveals buying signals invisible in structured CRM data alone. (Source: Lisa Cole, Episode #315)

Use AI Agents to Process Call Transcripts Automatically

Use AI agents to process Gong call transcripts automatically. Set up agents that extract specific data (e.g., MEDDIC fields, competitor mentions) and automatically populate Salesforce, update battle cards, or send Slack notifications. For example: every time a competitor is mentioned in a call, an agent summarizes the learnings and updates a competitive intelligence database. This turns call transcripts into actionable, scalable intelligence. (Source: Tom Wentworth, Episode #304)

Use AI to Extract and Standardize Call Data Into CRM

Instead of asking reps to manually summarize calls, use AI-powered call recording and transcription to automatically extract specific, structured information (e.g., MEDDIC qualification criteria, use cases, customer pain points) and populate it directly into your CRM. This eliminates manual data entry, ensures consistency, and makes customer context available to the entire team (sales, post-sale, implementation) without requiring reps to re-discover information. (Source: Sean Lane, Episodes #274 and #187)

Build AI-Powered Lead Scoring and Validate with Blind Taste Tests

Use AI to analyze your existing customers and pipeline to identify common traits and patterns, then generate a lead score. Validate the model with your sales team using a "blind taste test": show reps 5 accounts/leads without revealing the score and ask them to grade A-B-C-D. Compare their grades to your AI score to identify gaps, build confidence, and expose reps to signals they may not have considered. (Source: Sean Lane, Episodes #274 and #187)

Build Interactive ROI Calculators with No-Code AI Tools

Use a no-code AI app builder (e.g., Lovable) to create interactive ROI calculators that sales teams can run live on discovery calls. Write a detailed prompt describing the calculator logic, inputs, and outputs (e.g., cost of current state, efficiency gains, annual savings). Include industry benchmarks and helpful text to guide users who may not know baseline metrics. Structure as a multi-step form that generates a downloadable PDF with stakeholder-ready results. Deploy on websites, at events, and share directly with sales teams. (Source: Jessica Lytle, Episode #278)

Convert Training Materials into AI Video for Sales Enablement

Instead of creating training videos manually or relying on live training sessions, upload PDFs or training materials directly to HeyGen and automatically generate video training content with your avatar. This eliminates the need to write scripts or record videos manually, making it faster to scale training across sales teams and L&D departments. (Source: Holly Xiao, Episode #270)

Build Team Taste by Showing the Anatomy of Good AI-Generated Emails

Use AI-generated emails as teaching tools to build taste on your team. When an AI email performs well, break down its anatomy: What context was provided? How is it relevant to the user? What makes it stand out? Show the difference between generic AI output and contextual, creative AI output. This helps SDRs understand what good looks like and builds their ability to recognize and create quality work even when using AI tools. (Source: Aditya Vempaty, Episode #304)

Filter Sales Transcripts to the Last 90 Days for AI Analysis

When building workflows that analyze sales call transcripts to extract insights (e.g., customer questions, objections, competitor mentions), set a time filter to pull only transcripts from the last 90 days. This ensures the data reflects current customer concerns and market conditions, not outdated conversations from years ago. (Source: Eoin, Episode #290)

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Sales-Marketing Alignment

Invest in Internal Marketing Before External Campaigns

Before launching external campaigns, ensure sales understands the messaging, has the right materials, and is aligned on the strategy. Misalignment between what marketing promises and what sales delivers creates a disjointed buyer experience—buyers arrive at sales conversations confused about what they signed up for. (Source: Kyle Coleman, Episodes #198 and #123)

Study Your Sales Team's Compensation Structure

Marketing leaders often don't understand how sales reps actually get deals done. Study your sales compensation plan, understand what behaviors it incentivizes, and learn the step-by-step process reps use to close deals. Marketing operates programmatically and at scale; sales operates one-to-one. Until you internalize how reps work in accounts, it's hard to get them to believe marketing recommendations. (Source: Trinity Nguyen, Episode #306)

Align Sales and Marketing Through a Single Shared Goal

Build credibility and partnership between sales and marketing by establishing one shared goal that both teams are measured against, rather than separate incentives. Move beyond surface-level relationship-building by identifying a specific, current project both teams can collaborate on (e.g., rewriting a sales deck together), and work through it with real feedback and mutual contribution. (Source: Dave Gerhardt, Episode #137)

Sales Should Involve Marketing from the Start, Not After Completion

Sales teams should involve marketing early in project planning (e.g., email campaigns, sales materials) rather than completing work independently and then asking marketing to fix or rewrite it. This leverages marketing's copywriting and creative strengths from the beginning, prevents wasted effort, and builds collaborative momentum. (Source: Matt Carnevale, Episode #137)

Hold Weekly Pipeline Enablement Sessions with Sales

Schedule a recurring weekly meeting with sales teams to discuss insights from marketing campaigns and topical content, and to align on how sales can use those insights in market. Share what marketing is hearing from buyers, connect it to the signals being tracked, and provide sales with specific messaging and talking points they can attach to those signals. This ensures marketing insights translate into sales execution and prevents marketing from operating in silos. (Source: Morgan Cole, Episode #315)

Hold Bi-Weekly Pod Calls with AE/SDR Teams

Schedule bi-weekly meetings with each AE/SDR pod to review their target accounts, discuss which funnel stages those accounts are in, and align on the messaging and strategy for the next two weeks. Include sales enablement content in these calls. This ensures sales understands the rationale behind account selection and messaging, reduces back-and-forth questions, and creates shared ownership of pipeline strategy. (Source: Jean Cameron, Episode #315)

Create a Weekly Three-Item Sales Enablement Slack Channel

Create a dedicated, low-noise Slack channel where marketing posts exactly three items every Friday at a consistent time (e.g., 10am). The three items are: (1) a current campaign sales can push in outbound, (2) a new asset or piece of content, and (3) something relevant but not new that they can still leverage. Keep messages short with just links; replies go in threads. This reduces information overload and aligns with when sales teams plan their weekly cadences. (Source: Talya Heller, Episode #246)

Position Marketing as a Bridge Between Product and Sales

Marketing should act as an intermediary that validates market signals from sales (filtering out noise and individual rep requests) and translates product strategy into compelling sales narratives. Sales reps will advocate loudly for specific features; marketing's role is to validate whether those requests represent real market demand or isolated cases. Conversely, once product strategy is set, marketing must enable sales to articulate the product vision and roadmap to buyers—not just the current feature set. (Source: Jason Lyman, Episode #263)

Align Demo Content to the Prospect's Inbound Source

When a prospect requests a demo, ensure the sales team knows how they came in (e.g., LinkedIn post about a specific use case, webinar topic, blog post) and demo that exact use case rather than a generic product overview. Pass inbound source information to the sales team so the demo is personalized and relevant to what attracted the prospect in the first place. (Source: Kyle Coleman, Episode #206)

Create Monthly Marketable Moments on a Fixed Calendar Day

Establish a recurring monthly launch or marketing moment on a fixed day (e.g., first Tuesday of each month) to create predictable rhythm and alignment with sales cycles. These moments can be product launches, content drops, events, or repackaged announcements—not every month requires new product. This cadence forces the organization to ship regularly and gives sales predictable windows to capitalize on inbound spikes. Front-load launches early in the month to maximize sales cycle impact. (Source: Dave Gerhardt, Episode #198)

Facilitate Positioning Workshops with Product Marketing and Sales Together

Use an external facilitator to bring product marketing and sales together to define true differentiators. Start by mapping what customers actually care about (not your product), then work backward to identify the beliefs and assumptions you can challenge. This prevents the loudest voice from winning and ensures both functions agree on the worldview that backs your positioning. (Source: Jen Allen-Knuth, Episode #232)

Involve Sales in Content and Campaign Creation from the Start

Don't create content or campaigns in isolation and then hand them to sales. Ask sales what they actually need, involve them in brainstorming, and build outlines together. When sales helps create something, they're more likely to use it. (Source: Adam Goyette, Episode #164)

Set Usage Expectations and Track Adoption of Sales Enablement Content

When sales requests content, establish upfront how it will be used and track actual usage. After the first quarter, if requested content has been used only a few times, have a conversation: "Your team requested these three pieces last quarter. They've been used five times total. We're not going to create the next batch until we see actual usage." This prevents wasting resources on content that sales doesn't actually need and creates accountability on both sides. (Source: Adam Goyette, Episode #164)

Beta Test Campaigns with Top-Performing Sales Reps Before Full Rollout

Before launching a campaign to the entire sales team, identify your best performer and send them a small batch of leads to test. This accomplishes two things: you get real feedback on whether the campaign works, and you create internal demand when other reps see the top performer getting good leads. This creates a pull effect rather than a push effect for your marketing programs. (Source: Adam Goyette, Episode #164)

Find and Develop an Internal Sales Champion

Find a seller who is motivated to learn and grow, teach them deeply about a new product, feature, or initiative, and position them as an internal expert. This champion can then evangelize the initiative to other sellers more credibly than marketing can. Once the champion achieves measurable success (especially revenue/commission results), use their story as proof to motivate broader adoption. (Source: Jessica Andrews, Episode #217)

Pilot New Initiatives with Motivated, High-Performing Sellers

When testing new marketing initiatives with the sales team, target sellers who are already performing well and are motivated to advance (e.g., pursuing management roles or wanting to stand out). Avoid repeatedly using the same top performers as guinea pigs. Once you have success with these motivated sellers, use their results—especially revenue and quota attainment impact, not just activity metrics—to motivate the broader team to adopt the initiative. (Source: Jessica Andrews, Episode #217)

Refine Positioning by Observing How Salespeople Naturally Articulate Value

Rather than expecting salespeople to use exact messaging created by marketing, listen to how they naturally communicate with prospects and learn from their language choices. If salespeople are not using your positioning as written, ask them why they're saying it differently instead of assuming they're wrong. Their real-world customer conversations often reveal gaps in your positioning or messaging that need to be adjusted. (Source: Jessica Andrews, Episode #217)

Make Sales Enablement Rollouts Fun and Memorable

Use humor, storytelling, and creative formats (e.g., talk show format, SNL-style skits, customer case study videos) to make strategy rollouts and sales enablement engaging and memorable. Sales teams are more likely to remember and use messaging that was delivered in an entertaining way versus a standard presentation. (Source: Kimberly Storin, Episode #229)

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Pipeline Acceleration and Deal Improvement

Build a Deal Ingredients Scorecard to Improve Win Rates

Rather than trying to move overall win rate directly, break it down into controllable ingredients. Identify 3-4 specific, measurable deal characteristics that correlate with wins (e.g., 3+ contacts involved, VP+ seniority, documented mutual action plan). Build a scorecard showing win rates when each ingredient is present vs. absent. Share this with reps so they can see the impact of each ingredient and focus on deals with the right ingredients. (Source: Sean Lane, Episodes #274 and #187)

Target Specific Stage Conversion Rates to Improve Funnel Efficiency

Instead of trying to improve overall win rate, identify bottleneck stages in your sales process and set conversion rate goals for those specific stages (e.g., "move stage one to stage two conversion from 40% to 55%"). When a stage conversion rate is low, work backward to identify the root cause and involve marketing in solving it. This creates a measurable, actionable goal that compounds through the funnel. (Source: Sean Lane, Episodes #274 and #187)

Instrument Product Usage Data to Trigger Sales Engagement at Optimal Moments

If you offer a trial, freemium, or POC motion, instrument your product to capture detailed usage data and identify engagement signals. Set up automated triggers that route highly engaged users to sales at the right moment. Equip reps with the usage data so they can reference it in conversations. This requires: (1) proper data instrumentation, (2) clear signal definitions, (3) prescriptive rep workflows tied to engagement levels, and (4) arming reps with relevant usage context. (Source: Sean Lane, Episodes #274 and #187)

Conduct Quarterly Deal Dissection Analysis

Apply analytics to three categories of deals on a quarterly basis: (1) closed-won deals—map all signals and engagement points from awareness through close to understand what drove success; (2) closed-lost deals—identify where influence was lost and what signals were missing; (3) return deals—analyze why customers churned. Use this unstructured data analysis (sales call transcripts, engagement logs) to identify patterns and predictors of pipeline success, then feed those insights back into messaging and sales enablement. (Source: Morgan Cole, Episode #315)

Build Signal-Based Playbooks to Systematize ABM for Sales Teams

Create repeatable, trigger-based playbooks for sales teams (e.g., when an account hits your website, when they view a pricing page, when they engage with content). When sellers follow the same signal-based process across all accounts, they're effectively running ABM without needing to understand the framework. As you add more accounts to your target list, sellers automatically apply the same proven process, making ABM adoption lighter and more scalable. (Source: Mason Cosby, Episode #186)

Use Internal Network for ABM Account Penetration

For account-based marketing, leverage warm introductions from your own organization. Conduct a company-wide exercise asking all employees (not just sales) to identify personal connections at target accounts—college friends, family members, professional contacts. Use these warm introductions as the primary outreach mechanism rather than cold outreach. (Source: Chris Rack, Episode #140)

Use Executive-to-Executive Peer Outreach in ABM

When pursuing high-value accounts, leverage executive-to-executive relationships beyond just sales. For example, have your CFO reach out directly to the prospect's CFO with a peer-to-peer message. Extend this principle across functions—product leaders to product leaders, sales leaders to sales leaders—to create multiple entry points and build credibility through peer relationships. (Source: Chris Rack, Episode #140)

Coordinate Sales Follow-Up with Content Campaigns

After a major content campaign launches and employees amplify it on social, wait 1-2 weeks, then have the sales team follow up with everyone who engaged with the content (liked, commented, shared, or visited). Incentivize sales for booking meetings with engaged prospects. This creates a two-phase approach: marketing generates awareness and engagement, then sales converts engaged prospects into meetings. (Source: Erin May, Episode #337)

Run ABM-Style Targeting Without Full Website Personalization

You don't need fully personalized landing pages or dynamic website content to run effective ABM. Instead, tailor ad copy by industry or account segment (especially on LinkedIn where you can adjust language without creating new ads), and ensure tight alignment between marketing messaging and sales follow-up. The personalization happens in the ad and in the sales conversation, not necessarily on the landing page. (Source: Kym Parker, Episode #201)

Let Your Documented Process Sell Itself on Sales Calls

During sales calls, walk prospects through your step-by-step process (e.g., using a Notion dashboard or visual framework) rather than pitching or creating custom solutions. Show them exactly what each step entails. Prospects see that you've delivered similar results to similar clients and can mentally connect the dots to their own situation. The process becomes the sales tool, not your persuasion. (Source: Lashay Lewis, Episode #192)

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Interactive Demos and Sales Calls

Structure First Sales Calls as Discovery Plus Live Demo

For prospects who have already engaged with an interactive demo on your website, structure the first sales call as a hybrid: spend the first 5 minutes on discovery, then move directly into a live product demo. Skip the traditional pure-discovery call because the prospect has already self-qualified by viewing the interactive demo. This approach can potentially eliminate one call from the sales cycle entirely. (Source: Natalie Marcotullio, Episodes #176 and #122)

Enable Sales Reps to Create Personalized Demos

Allow sales reps to personalize interactive demos for specific prospects using find-and-replace variables for logos, company names, and prospect names. Integrate with email platforms (Outreach, HubSpot) to automatically pull in prospect data. Reps can also clone a base demo template and remove or add sections to customize it for specific deals. (Source: Natalie Marcotullio, Episodes #176 and #122)

Embed Booking Forms Directly Within Interactive Demos

Use integrations (e.g., Navattic-Chili Piper) to embed booking forms directly within your interactive demo. This allows prospects to schedule with a rep at any point in the demo—not just at the end—without leaving the experience. (Source: Natalie Marcotullio, Episodes #176 and #122)

Measure Interactive Demo Impact by Sales Cycle Length

Track whether opportunities that used an interactive demo have a shorter sales cycle compared to those that didn't. Rather than just measuring whether a rep shared a demo (yes/no), focus on the outcome: did the demo help move the deal faster? This validates the core value of interactive demos—they should accelerate the buying process by helping prospects self-qualify. (Source: Natalie Marcotullio, Episode #176)

Deploy Interactive Demos Across Demand Gen, Sales, and Customer Success

Interactive demos have multiple use cases across the organization: demand gen distributes them via ads and email; sales uses them in the sales cycle and for outreach; customer success uses them for async training and onboarding. This multi-functional approach maximizes ROI and ensures the tool is leveraged across the entire customer journey. (Source: Natalie Marcotullio, Episode #176)

Automate First-Touch Response to Demo Requests

Set up automated email sequences that trigger immediately when someone requests a demo. The first email should be automated (clearly labeled as such) and include a calendar link to book time directly, rather than waiting for a sales rep to manually respond. This ensures same-day response time and removes friction from the booking process. (Source: Natalie Marcotullio, Episode #178)

Explicitly State What Will Happen on a Sales Call Before Booking

On your booking page or CTA, clearly describe what the prospect should expect during the call—what topics will be covered, what they should prepare, and what happens next if there's a fit. This reduces friction by setting mutual expectations and signals that the call is a two-way conversation, not a one-sided sales pitch. (Source: Natalie Marcotullio, Episode #178)

Spend the Majority of Sales Calls Listening

In sales conversations, aim to listen for approximately 80% of the call and talk for only 20%. Use active listening to understand the prospect's pain points and specific challenges. Tools like Fireflies can track your talk-to-listen ratio on calls. The principle applies to marketing as well: listen to what prospects and customers say, identify key phrases and pain points they use, and use those insights to inform messaging and campaigns. (Source: Alex Fine, Episode #245)

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Win/Loss and Customer Intelligence

Extract Messaging and Objection Patterns from Sales Call Recordings

Use AI to analyze recorded sales calls (from Gong, Chorus, Fathom, etc.) to identify common objections, customer language patterns, and messaging themes. Feed these insights into marketing copy, ad creative, and customer persona development. This creates a feedback loop where sales call data directly informs marketing messaging and helps identify which marketing messages resonate with prospects. (Source: John Short, Episode #271)

Extract Content from Sales Call Transcripts

Rather than asking solutions engineers or sales engineers to write blog posts (which they rarely have time for), record and transcribe their sales calls using cheap call recording software (e.g., Fireflies, Fathom). Use these transcripts as the raw material for use case content, product documentation, and thought leadership. This captures their deep product knowledge and real customer language without requiring them to sit down and write. (Source: Kyle Coleman, Episode #206)

Use Sales Team Insights as a Secondary Source for Messaging Research

When customer interviews aren't feasible, talk to your sales team. They run daily messaging tests through conversations and emails with prospects. They have realistic, down-to-earth insights into what potential customers actually care about and what they're looking for. This input can help shape your messaging hierarchy and validate what resonates. (Source: Emma Stratton, Episode #295)

Send Win/Loss Interview Recruitment Emails from the Account Executive

Have the account executive send the initial recruitment email for Win/Loss interviews rather than marketing or product. The AE has the existing relationship with the customer or prospect, and emails from them have higher acceptance rates. Follow up with 3-4 additional emails over time: a standard follow-up 3-4 business days later, an email increasing the incentive, and a "should we mark you as not interested?" email that often compels fence-sitters to participate. Use LinkedIn direct messages and phone calls as final recruitment tactics if needed. (Source: Drew Giovannoli, Episode #221)

Ask About Sales Process Quality in Win/Loss Interviews

During Win/Loss interviews, ask customers about the sales process itself, not just product features and pricing. Ask what the competing vendor did well in their sales approach, who they brought to meetings, how responsive they were, and how the overall sales experience compared. This reveals that sometimes deals are won or lost based on sales execution rather than product differences. (Source: Drew Giovannoli, Episode #221)

Frame Win/Loss Feedback to Sales as Customer Voice, Not Criticism

When presenting Win/Loss findings that include feedback on sales performance, position yourself as a conduit of customer voice rather than offering personal criticism. Involve sales leadership from the start in designing the research so they feel ownership. Use the framing "Here's what customers said about their experience" rather than "Sales did this wrong." (Source: Drew Giovannoli, Episode #221)

Present Win/Loss Findings in Executive-Ready Format

Format Win/Loss findings like a professional product marketing presentation, not as a raw transcript or dashboard of themes. Include executive summary slides, key takeaways, red flags, and opportunities. Embed customer proof and quotes throughout. Include customer stories that sales can use to win deals. This format drives action and prevents findings from sitting unused. (Source: Drew Giovannoli, Episode #221)

Extract ROI Metrics by Asking Customers to Compare Before and After States

When a customer mentions their previous approach (e.g., "we used spreadsheets"), ask follow-up questions to quantify the before state: How long did it take? How many people were involved? How much time per week? Then ask the same about the after state with your product. This comparison often reveals time savings and cost savings metrics that customers may not have formally measured but can articulate when prompted. (Source: Shoshana Kordova, Episode #250)

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Events as Sales Enablement

(Note: the primary purpose of events is contested — see Where Experts Disagree)

Host VIP Dinners for Enterprise Pipeline Generation

Host intimate, curated dinners (approximately 16 people including team) in major cities where your ICP is concentrated. Invite a mix of existing customers (2-3) and prospects via warm intros and cold outreach. Structure the dinner with intentional seating, have the CEO frame market challenges and explain the product briefly, then facilitate peer introductions where attendees share their role and one big bet around your product category. Follow up with photos from the dinner and social amplification to create FOMO for future events. (Source: Natalie Taylor, Episode #162)

Structure Dinner Introductions to Validate Product Fit Through Peer Testimony

Have all dinner attendees introduce themselves by sharing: (1) name, (2) company, (3) role, and (4) one big bet they're making around your product category. Start with your existing customers, who will naturally mention how your product solves their challenges. Prospects then share their challenges, creating organic validation and conversation starters for your sales team's follow-up. (Source: Natalie Taylor, Episode #162)

Integrate Event Registration Data with Slack to Notify Sales Reps in Real-Time

Use event management software to integrate registration data with Slack, automatically notifying sales reps when high-value prospects register (e.g., deal size over $100k, target accounts). This ensures reps are aware of key attendees before the event and can prepare accordingly. On-site, repeat the process to notify reps when VIP attendees check in. (Source: Stephanie Christensen, Episode #227)

Track and Communicate the Correlation Between Event Attendance and Quota Achievement

Measure and share data showing how many accounts need to attend your event for a sales rep to hit their annual quota. If data shows that getting 5 key accounts to attend an event results in hitting quota, communicate this to reps to motivate them. This ties event attendance directly to their compensation and success. (Source: Stephanie Christensen, Episode #227)

Use Spiffs and Competitions to Incentivize Sales Teams to Drive Event Registrations

Sales teams are focused on their quotas, not event success. Create spiffs (financial or non-financial incentives) to motivate them to get their accounts to register and attend. Examples include cash bonuses, trips to the event, or exclusive perks. Create friendly competitions with leaderboards to drive engagement. (Source: Kristina DeBrito, Episode #227)

Present Event Updates in Regular Team Meetings, Not Just Slack

Instead of relying on Slack channels (which become noise), present event updates, new speakers, agenda changes, and strategy in larger team meetings (e.g., weekly marketing or sales meetings). Use this time to also brainstorm with teams on how to get specific target accounts to attend. (Source: Kristina DeBrito, Episode #227)

Use Vector to Identify Conference Attendees Who Visited Your Website

When running ads to a conference attendee list, use Vector to track which attendees visited your website. After the conference, send personalized follow-up emails to those who visited, referencing their site visit and offering to meet. This creates a warm follow-up based on demonstrated interest rather than cold outreach. (Source: Tess Pfeifle, Episode #341)

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Organizational Structure and Roles

Create a Solutions Marketing Role Specialized by Customer Persona

Establish a solutions marketing function with team members who specialize in specific ideal customer profiles (e.g., tech industry companies, financial services). These solutions marketers wear multiple hats across sales, customer success, and marketing, but focus on understanding specific buyer personas deeply. Their responsibilities include creating sales assets (PDFs, pricing pages, battle cards), writing email copy for sales outreach cadences, and helping demand gen teams understand messaging for specific ICPs. This role bridges the gap between product marketing and sales enablement. (Source: Jeff Hardison, Episode #335)

Have Your SDR Team Use Your Own Product to Evangelize

If you're building a product for go-to-market teams, have your own SDR team use it. This creates authentic evangelism because they're experiencing the product's value firsthand. They can speak credibly about results and use cases. This also creates a feedback loop where your SDRs become power users and can identify product improvements. (Source: Kevin White, Episodes #286 and #179)

Tie Data Hygiene to Sales Performance Metrics

Incentivize sales teams to maintain clean data by incorporating data quality into their performance structure or compensation framework. Frame it as a cost issue: poor data entry means lost money because duplicates and bad records waste SDR time and reduce efficiency. Make it clear that failing to maintain data hygiene directly impacts their ability to hit targets and earn compensation. (Source: Sara McNamara, Episode #256)

Customize Talk Tracks by Executive Capability and Announcement Context

Tailor talk track development to individual executives. For naturally strong communicators, provide light guidance (e.g., "hit these three things about this announcement, otherwise freestyle"). For others, conduct full media training with detailed scripts. Ensure all talk tracks align with core messaging pillars and key announcements. (Source: Priscilla Barolo, Episode #302)

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Relationship-Building in Long Sales Cycles

Maintain Detailed Prospect Profiles for Relationship-Building Outreach

Document personal information about prospects and customers (family details, vacation preferences, hobbies, life events) in a centralized location. Use this context when checking in on long sales cycles—reference personal details in follow-ups to demonstrate genuine relationship investment. This approach scales better than generic outreach and significantly strengthens relationship depth in longer sales cycles (9-18 months). (Source: Sandra Rand, Episode #265)

Use a Content Hub to Build Trust with Prospects in the Consideration Phase

When prospects are evaluating your solution, they want to know who trusts you and who you work with. A content hub that features recognizable industry voices, customers, and partners serves as a trust signal. Prospects see familiar faces they follow on LinkedIn, watch content from people they respect, and infer that your company is credible. This is particularly effective in the second stage of the sales cycle when prospects are doing research before a demo. (Source: Emir Atli, Episode #165)

Train Sales Teams to Build Personal Brands and Distribute Content

Empower sales reps to build their own social media presence and share company content and insights from customer conversations. Provide training on how to show up on LinkedIn and X, and encourage them to answer frequently asked customer questions in social posts. Convert sales FAQs into social content by having reps record voice notes answering common questions, then feeding those into ChatGPT to generate LinkedIn posts. (Source: Ross Simmonds, Episode #121)

Position Gifting Strategy Based on Specific Funnel Metrics

Rather than deploying gifting as a one-size-fits-all tactic, diagnose the specific bottleneck in the prospect's sales funnel (e.g., low meeting show rates, insufficient top-of-funnel pipeline, long sales cycles) and position gifting to address that specific metric. Act as a consultant to understand where the company needs optimization before recommending when and how to deploy gifts in the funnel. (Source: Kris Rudeegraap, Episode #159)

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Where Experts Disagree

1. Should Marketing Create Templates for Sales, or Co-Create Content Collaboratively?

Support summary: 5 vs 2 (co-creation advocates vs. anti-template advocates)

Position A — Avoid templates; use conversational language (Jen Allen-Knuth, Episodes #232 and #170): Marketing-created templates with formal, branded language don't work in real sales conversations. Sales teams reject them because they use "twelfth-grade English sentences" that no rep would naturally say to a prospect in 30 seconds. The solution is conversational, authentic copy—not templates. Jen Allen-Knuth explicitly advises against templated language in customer-facing sales conversations, arguing that formal marketing language doesn't work when you have 30 seconds of attention and that sales needs to feel comfortable actually saying the words.

Position B — Co-create templates collaboratively (Dave Gerhardt, Episodes #232 and #170; Kira Federer, Episodes #254 and #184; Zach Roberts, Episode #163): The problem isn't templates themselves—it's that marketing creates them in isolation. The solution is to sit down with sales reps and co-create content (emails, decks, talking points) in real-time in shared documents. Dave Gerhardt recommends building messaging in real-time based on what sales actually says to prospects. Kira Federer recommends providing modular content including single-slide options, FAQs, and pre-written social posts—structured templates—as long as they're created with seller input. Zach Roberts recommends co-creating sales collateral through clarifying questions and joint development.

Context dependency: Jen Allen-Knuth's critique focuses specifically on formal, product-centric language in outbound emails and cold outreach. The co-creation advocates are speaking more broadly about all sales enablement content. However, both sides are addressing the same core question of whether marketing-produced structured content works for sales, making this a genuine disagreement.

Why it matters: This determines how product marketing and sales enablement teams should spend their time—whether the goal is to eliminate templates in favor of conversational coaching, or to build better templates through collaborative processes.

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2. Are Battle Cards an Effective Sales Enablement Format?

Support summary: 1 vs 1 (with Talya Heller holding an internally conflicted position)

Position A — Battle cards are fundamentally ineffective; replace them (Talya Heller, Episode #246): Battle cards are ineffective because they overwhelm sales with too much information in a format that doesn't map to real selling situations. They try to be comprehensive rather than contextual. Replace them with capability-based positioning maps (a simple table mapping your distinct capabilities against competitors) and targeted talk tracks only for situations sales will actually encounter.

Position B — Battle cards are worth building and repurposing (Michael Cole, Episode #212; and Talya Heller, Episode #246 — internally conflicted): Michael Cole recommends actively building battle cards by analyzing competitor mentions across all sales calls using Gong or Fathom transcripts, treating battle cards as a valuable, actively-built deliverable. Notably, in the same episode where she critiques battle cards, Talya Heller also recommends repurposing existing battle cards into alternative formats using AI tools like NotebookLM (e.g., converting them into audio summaries or podcasts) to increase adoption—creating an internal tension where she both rejects the format and suggests repurposing existing ones.

Context dependency: Heller's critique may apply more to large, comprehensive battle card documents, while Cole's use case is more targeted competitive intelligence extraction. However, both are speaking to the same general sales enablement context.

Why it matters: Battle cards are one of the most common sales enablement deliverables product marketers produce; if they're fundamentally the wrong format, teams are wasting significant effort creating content that won't be used.

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3. Should Events Be Used Primarily for New Pipeline Generation or for Influencing Existing Pipeline?

Support summary: 1 vs 1

Position A — Events are best for influencing existing pipeline, not first-touch sourcing (Ruth Zive, Episode #175): Events deliver the highest ROI when used strategically for influence on existing pipeline—accelerating deals already in progress or in renewal cycles—rather than as a first-touch lead generation channel. At LivePerson, events are used to drive face-to-face time with prospects already in the pipeline or in renewal cycles, which accelerates deal closure. Events are explicitly noted as less effective as a first-touch sourcing channel.

Position B — Events can generate pipeline, but ROI accrues over 2-3 quarters (Jason Lyman, Episode #263): Events can and should generate pipeline, but the ROI accrues over 2-3 quarters rather than immediately. Measure event impact over medium to long-term influence with structured SDR follow-up, and document wins that trace back to past events to validate continued investment. This implies events are a legitimate pipeline generation channel when measured correctly, not just an influence tool.

Context dependency: Ruth Zive is speaking from a specific enterprise context (LivePerson), while Jason Lyman's advice may apply more broadly. However, both are addressing the same strategic question of how to deploy events in a B2B GTM motion.

Why it matters: How you frame the primary purpose of events determines your event strategy, budget allocation, attendee targeting, and how you measure success—getting this wrong means either underinvesting in pipeline acceleration or misattributing event ROI.

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What NOT To Do

• Don't create sales content in isolation and hand it off. Marketing creating templates, decks, or messaging without sales input leads to content that doesn't get used. Involve sales in creation from the start. (Source: Dave Gerhardt, Episodes #232 and #170; Adam Goyette, Episode #164; Zach Roberts, Episode #163)

• Don't use formal, product-centric language in outbound messaging. Heavy product pitches and feature-focused emails cause prospects to check out immediately. Replace with curiosity-driven messaging that highlights the cost of staying the same. (Source: Jen Allen-Knuth, Episodes #308, #343, #232, and #170)

• Don't cold call without giving reps a specific, visible reason to call. Cold calling without context leads to rejection and rep demoralization. Always equip reps with a signal-based reason for the call. (Source: Trinity Nguyen, Episode #306)

• Don't try to improve overall win rate as a single metric. Win rate is too broad to act on directly. Break it into controllable deal ingredients and specific stage conversion rates instead. (Source: Sean Lane, Episodes #274 and #187)

• Don't ask reps to manually summarize calls into CRM. Manual data entry is inconsistent and creates friction. Use AI to extract and populate structured data automatically. (Source: Sean Lane, Episodes #274 and #187)

• Don't pull sales transcripts older than 90 days for AI analysis. Older transcripts may reference products, competitors, or market conditions that are no longer relevant. Filter to the last 90 days. (Source: Eoin, Episode #290)

• Don't launch content when sales isn't paying attention. Avoid September 15 (Q4 focus), mid-July (vacation season), and other low-attention periods. Time launches to sales readiness windows. (Source: Kira Federer, Episodes #254 and #184)

• Don't create endless content variations that dilute the core story. Consistency across a good message is more valuable than perfect messaging that only some people use. (Source: Kira Federer, Episodes #254 and #184)

• Don't rely on Slack channels alone for internal event communication. Slack becomes noise. Present event updates in regular team meetings where you can also brainstorm account targeting. (Source: Kristina DeBrito, Episode #227)

• Don't focus 100% of Sales Navigator campaign effort on message copy. Allocate at least 20% to profile optimization because prospects will check your profile after receiving your InMail. (Source: Kanika Sharma, Episode #215)

• Don't repeatedly use the same top performers as guinea pigs for new initiatives. This creates frustration. Identify motivated sellers on a growth trajectory instead. (Source: Jessica Andrews, Episode #217)

• Don't create comprehensive battle cards that try to cover every scenario. These overwhelm sales and don't map to real selling situations. Use capability-based positioning maps and targeted talk tracks instead. (Note: this is contested — see Where Experts Disagree) (Source: Talya Heller, Episode #246)

• Don't accept "we used spreadsheets" as a final answer in customer conversations. Ask follow-up questions to quantify the before state and extract concrete ROI metrics. (Source: Shoshana Kordova, Episode #250)

• Don't demo a generic product overview when you know how a prospect came in. Always align the demo to the prospect's inbound source and use case. (Source: Kyle Coleman, Episode #206)

• Don't launch external campaigns before internal alignment is complete. Misalignment between marketing promises and sales delivery creates a disjointed buyer experience. (Source: Kyle Coleman, Episodes #198 and #123)

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Sources

Episode	Guest	Date
#343	Jen Allen-Knuth	2026-04-03
#341	Jeremy Chung	2026-03-28
#341	Tess Pfeifle	2026-03-28
#337	Erin May	2026-03-12
#335	Jeff Hardison	2026-03-05
#315	Lisa Cole	2025-12-25
#315	Morgan Cole	2025-12-25
#315	Jean Cameron	2025-12-25
#309	April Dunford	2025-12-04
#308	Jen Allen-Knuth	2025-12-01
#306	Trinity Nguyen	2025-11-24
#304	Aditya Vempaty	2025-11-17
#304	Tom Wentworth	2025-11-17
#303	Harry Dry	2025-11-13
#302	Priscilla Barolo	2025-11-10
#295	Emma Stratton	2025-10-20
#290	Eoin	2025-10-13
#286	Kevin White	2025-09-29
#278	Jessica Lytle	2025-09-01
#278	Anton Ruis	2025-09-01
#274	Sean Lane	2025-08-18
#271	John Short	2025-08-07
#271	Dan Guenet	2025-08-07
#270	Holly Xiao	2025-08-04
#265	Sandra Rand	2025-07-17
#263	Jason Lyman	2025-07-10
#256	Sara McNamara	2025-06-19
#254	Kira Federer	2025-06-12
#250	Shoshana Kordova	2025-05-29
#246	Talya Heller	2025-05-15
#245	Alex Fine	2025-05-12
#242	Brendan Hufford	2025-05-01
#232	Jen Allen-Knuth	2025-03-27
#232	Dave Gerhardt	2025-03-27
#229	Kimberly Storin	2025-03-20
#229	Megan Lueders	2025-03-20
#227	Kristina DeBrito	2025-03-13
#227	Stephanie Christensen	2025-03-13
#221	Drew Giovannoli	2025-02-20
#217	Jessica Andrews	2025-02-06
#215	Kanika Sharma	2025-01-30
#214	Dave Gerhardt	2025-01-27
#212	Michael Cole	2025-01-21
#206	Kyle Coleman	2024-12-30
#203	Gurdeep Dhillon	2024-12-19
#201	Kym Parker	2024-12-12
#198	Kyle Coleman	2024-12-02
#198	Dave Gerhardt	2024-12-02
#192	Lashay Lewis	2024-11-11
#190	Taylor Udell	2024-11-04
#187	Sean Lane	2024-10-24
#186	Mason Cosby	2024-10-21
#184	Kira Federer	2024-10-14
#179	Kevin White	2024-09-26
#178	Natalie Marcotullio	2024-09-23
#176	Natalie Marcotullio	2024-09-16
#175	Ruth Zive	2024-09-12
#170	Jen Allen Knuth	2024-08-26
#170	Dave Gerhardt	2024-08-26
#165	Emir Atli	2024-08-12
#164	Adam Goyette	2024-08-05
#163	Zach Roberts	2024-08-01
#162	Natalie Taylor	2024-07-29
#159	Kris Rudeegraap	2024-07-18
#157	Adam Robinson	2024-07-11
#140	Chris Rack	2024-05-13
#137	Dave Gerhardt	2024-05-02
#137	Matt Carnevale	2024-05-02
#123	Kyle Coleman	2024-03-11
#122	Natalie Marcotullio	2024-03-04
#121	Ross Simmonds	2024-02-29
#119	Peep Laja	2024-02-22