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This week’s Monday Morning Move from Adam Jay is a closed lost audit for CEOs and CROs: count how many of your last 10 lost deals died because the buyer never understood what you sell, then check whether your CMO can say in one sentence what the buyer thought they were buying. Stacie Sussman adds the harder question underneath it: can you deliver what you’re selling?
🎧 Full episode with Stacie Sussman (RevUp Advisory) drops Wednesday, November 11 on GTM Uncensored.
#GTMUncensored #RevenueReimagined #SalesStrategy #B2BMessaging
Creators and Guests
What is GTM Uncensored™?
Most GTM content covers the same ground. GTM Uncensored finds the operators actually in the seat and digs into what's true in today's GTM, not what sounds good.
Every guest is currently building a company, leading a revenue team, or running a GTM function inside a real business. During the show, Adam and Dale push the envelope until the real story comes out.
The show goes where most content won't: The motions that determine whether a company stays in business, or goes under.
GTM Uncensored is built for B2B revenue leaders at $5M–$100M ARR who are accountable to a number and need a real-world playbook, not philosophy.
Every episode ends with a Monday Morning Move. One specific action you can take this week, and a series of Uncensored Questions where listeners get unfiltered answers from people who've actually been there.
What we cover: Pipeline & GTM motion, post-sale architecture, CS & retention, NRR/GRR mechanics, RevOps, AI in the revenue org, executive branding, and more.
Your hosts: Adam Jay and Dale Zwizinski are co-founders of Revenue Reimagined. They didn't build a consulting firm. They flipped the fractional CRO model because strategy without execution doesn't move the needle. The questions they ask on air are the same ones they're solving inside real companies right now.
GTM Uncensored is the GTM conversations nobody else is having.
We're going to go to the Monday morning move. So this is a practical takeaway that our listeners can take away this week. You have a couple of jobs here, Stacie. Number one, Dale's favorite part is to rate my takeaway one through 10. I want to be as close to a 10 as possible. Dale wants you to rate it as close to a one as possible because he just wants to give me shit forever. And then you are going to tell me what you would add, change or push back on.
Stacie Sussman (36:23):
Okay, let's do it.
Adam Jay (36:24):
All right, here we go. If you are the CEO or the CRO, pull your last 10 closed loss deals and read the actual notes, not the stage history. Count how many died because the buyer never understood what you sell. Not price, not timing, just confusion. Then go to your CMO and ask them to explain in one sentence what the buyer actually thought they were buying. If the sentences don't match more than half of the time, you don't have a sales or marketing problem. What you have is a story that stopped traveling with the business and pipeline coverage ain't going to fix that until someone owns rebuilding the narrative that you tell your customers.
Stacie Sussman (37:04):
I like that. I like that. I'd give that an eight. I think that's pretty damn good, I will say. I think that's pretty damn good.
Adam Jay (37:12):
I appreciate you. What would you add, change or push back on? Because it's not perfect. We talked a little bit about value prop, but how can we make this stronger for the listeners?
Stacie Sussman (37:21):
Well, I mean, I was a seller and I ran teams in Manhattan and I would say my biggest fear, just me being a good human and not all sellers are good humans, I'm going to be honest here, was what we're selling can we actually deliver? Because Stacie Sussman is going to leave this company someday and go to another company and call on my General Mills buyer and hope that they will buy with me at another company. So I always felt like not only can you understand what we're buying, what is it? And going back to, I was listening to some of your old episodes, what are the term sheet? What do they actually put on the paper? What was in the proposal versus what you're actually delivering? But it's also can you deliver on it? Because I was in sales and I saw a lot of bullshit being spewed guys, and we couldn't actually deliver on a lot of those programs.
(38:20):
And so my bigger concern is not only how is the messaging travel, which I think is super important because buyers are so much smarter now. You have six or eight sales stages right now. I'm probably at stage halfway there because I've already read your demos and watched your YouTube videos and read your substacks. I don't need the first part. I need to be like, do I have a problem with my business? Does your tool solve this problem? And I want your sales engineer on the phone with me and I want you to walk me through where in your software this solves my problem and how this makes it better. So yes, I believe that's a messaging problem, but I also believe can you actually deliver on what you're selling? Because there's a lot of BS companies out there, especially in the age of AI and they can't really do what they want to do.
(39:11):
Or I've talked to a lot of VCMP firms, they call them wrapper companies is where they're just layering them on top of LLMs and there's actually nothing there when you start looking under the hood. It's not proprietary and anyone could do this business.
Adam Jay (39:26):
Yeah, it's just a pretty skin.
Stacie Sussman (39:27):
Exactly. And I'm super into AI and building agents and bots, and that is a whole other wave of where this is going to evolve. And I think our consulting work is also going to evolve and that's something I think about all the time.
Dale Zwizinski (39:43):
Yeah.
Adam Jay (39:44):
Love that.
Dale Zwizinski (39:45):
Love that.