It's tempting for founders to halt sales and marketing to focus on onboarding new customers. This is a mistake. Pipeline momentum is fragile and disappears faster than you'd expect, requiring a complete rebuild from scratch. Maintain at least a minimal 'factory' cadence at all times.
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When pipeline is down, the default reaction is to increase volume (more SDRs, more events). This is a flawed guess that ignores process efficiency. The real leverage comes from understanding the conversion effectiveness of existing activities, not just adding more inputs to a broken system.
When growth stalls, the default is often to chase more top-of-funnel leads. Instead, founders should first focus on optimizing their existing funnel through lifecycle marketing and better converting the leads they already have.
Failing to prospect during the holidays creates an empty January pipeline. Given a typical 60-90 day sales cycle, this deficit directly causes poor performance in February and March, effectively sabotaging the entire first quarter before it even begins.
Salespeople mistakenly delay follow-ups to avoid being 'annoying,' but this kills momentum. Prospects don't track outreach attempts like salespeople do. A steady, frequent cadence isn't pushy; it demonstrates reliability and preparation, proving you won't quit on them.
Focusing on content creation is a low-leverage trap of 'posting and praying.' The most direct and effective way to build a sales pipeline is by actively engaging in two-way conversations with prospects, which creates momentum that passive content cannot.
The handoff process from marketing to sales is a frequently neglected 'gray zone.' Marketers fear overstepping and sales may lack optimization skills. Making this a core strategic bet is a high-leverage way to generate pipeline while building top-of-funnel demand.
Founder-led selling is essential for the first 6-12 months but becomes a critical growth bottleneck if it continues. Founders who can't let go create a self-fulfilling prophecy where the business can't scale beyond them. They must be coached to transition from being the primary seller to an enabler of the sales team.
Scrutinize the common sales mantra of protecting "selling time." It's often used as an excuse to avoid crucial but non-transactional activities, like proactive client visits. This "fake productivity" can lead to massive revenue loss that dwarfs any time saved.
Average reps find security in a pipeline packed with low-quality leads (a "sewer pipe"). Top performers prioritize quality over quantity, resulting in a leaner but more potent pipeline (a "water tap"). They are comfortable with fewer opportunities because they know what's in there is highly qualified and likely to close.
While many product-led growth companies delay building a sales team, this is often a mistake. Waiting until bottoms-up growth stalls forces a painful "whiplash moment" as the company scrambles to adopt a new GTM motion. Building both motions in parallel creates a more resilient business.
