Snowflake's CRO argues that while large enterprise deals are attractive, a business built solely on them is fragile. He championed a parallel high-velocity motion focused on acquiring new logos of all sizes, creating a more predictable and ultimately larger market over the long term.

Beyond financial incentives, a powerful 'carrot' for salespeople is the personal pride and satisfaction of winning a specific, coveted customer logo. This non-monetary goal adds a 'notch on the belt' and can be a stronger driver of performance than the deal's commission alone.

Investors and acquirers pay premiums for predictable revenue, which comes from retaining and upselling existing customers. This "expansion revenue" is a far greater value multiplier than simply acquiring new customers, a metric most founders wrongly prioritize.

A common strategic error is defaulting to ABM solely for new customer acquisition. This overlooks the immense, often untapped, potential for revenue growth within the existing customer base. The highest ROI for ABM frequently lies in driving upsell and cross-sell opportunities with current clients.

Sales leaders should instill a long-game mindset, focusing on creating lifetime customers and sustainable revenue streams rather than just hitting immediate targets. This involves planting seeds that will generate revenue for years, not just months.

Sell to startups at their inception when they have no switching costs and few stakeholders. As these customers scale into major companies, your business scales with them, turning early adopters into significant, long-term revenue streams.

Businesses should operate in a constant state of "offense"—innovating, seeking new clients, and exploring new services. Being forced into offense because of a defensive situation (like losing a major client) is far less effective and more stressful than proactive growth.

Acknowledge that periods of scarcity are inevitable. The best defense is to prepare by continuously front-loading your pipeline, even when you've just landed a big customer. This prevents over-dependence on a single deal and ensures you're not starting from zero when a dry spell hits.

Small companies often overload their first salesperson with both new logo acquisition and existing account management. This is a trap. Prospecting will always lose out to servicing known customers. Plan for account continuity early to protect your growth engine, even before you can afford a second hire.