Revenue Rehab

From Weekly Resignations to Zero Turnover: A Case Study in Team Transformation

This week on Revenue Rehab, Brandi Starr is joined by Lorraine Ball, an accomplished entrepreneur and marketing leader. Together, they break down how Lorraine transformed a marketing department plagued by constant resignations and instability into a high-performing, fully retained team. They discuss Lorraine's decisive strategies, including team realignment, personalized work scheduling, and proactive leadership that delivered measurable savings and capacity gains. If you're looking for actionable ways to create aligned, resilient revenue teams, this episode is for you. Revenue leaders who've been in the trenches share how they tackled real challenges—what worked, what didn't, and what you can apply to your own strategy. These episodes go beyond theory, breaking down real-world implementation stories with concrete examples, step-by-step insights, and measurable outcomes. Bullet Points of Key Topics + Chapter Markers: Topic #1: Diagnosing and Addressing Team Turnover Crisis [03:40] Lorraine Ball shares how she inherited a department where "one person a week at least was quitting," creating massive instability and high recruiting costs. She quickly identified the root cause as a culture treating employees as interchangeable parts. Lorraine's first step was to get to know individual team members and match roles to their strengths, directly tackling the source of ongoing resignations. Topic #2: Implementing Flexible Work Structures for Creatives [09:29] Recognizing that rigid schedules were a poor fit for her creative team, Lorraine sat down with groups and asked, "If you could set your working hours… tell me what works for you." By introducing customized schedules based on team input, she increased productivity and morale while extending team coverage. Within 12 weeks, this shift played a decisive role in eliminating turnover and stabilizing departmental output. Topic #3: Achieving Tangible Financial and Operational Gains [20:17] Lorraine outlines clear metrics from her changes, noting, "We were probably spending about $10,000 a month on recruiting fees. So right off the bat, we were saving $100,000." She further highlights how retention enabled the team to reduce marketing backorders from 300 to zero and freed up capacity to find new revenue opportunities, connecting people-focused change with direct business results. Key Learning or Action Item If you had it to do all over again, what's one thing you'd do differently? Lorraine said she would have involved her senior team leaders more in the beginning instead of tackling everything on her own. By engaging them earlier, she believes they could have solved problems and moved through challenges faster. The Big Win By rebuilding team structure and culture, Lorraine Ball reduced marketing department turnover from 100 percent annually to zero for 18 months, saving over $100K in recruiting costs and creating a team so efficient they had surplus capacity. Links: LinkedIn: https://www.linkedin.com/in/lorraineball/ Instagram: https://www.instagram.com/themtfwpodcast/ Facebook: https://www.facebook.com/MTFWpodcast/ YouTube: https://www.youtube.com/@MTFWPodcast Amazon: https://www.amazon.com/stores/Lorraine-Ball/author/B0C1J55B3H Website: https://morethanafewwords.com/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts, Spotify, Google Podcasts , Amazon Music, or iHeart Radio and find more episodes on our website RevenueRehab.live.

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The CMO Role Should Be Replaced By CRO. #ChangeMyMind

Jul 3000:35:08Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Alan Gold and Paul Peterson, seasoned fractional CMOs who believe fractured C-suite ownership of revenue is costing your company millions, and they're here to prove it. In this episode, they challenge the widespread idea that multiple executives should own revenue, instead making the case that a single CRO needs to drive accountability, alignment, and results. Gold and Peterson uncover the hidden costs of scattered leadership and reveal why true revenue growth depends on unified strategy, clear lines of ownership, and business-wide metrics. Are they right, or will you challenge their thinking? Dive in and join the debate. Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Splitting Revenue Leadership Creates Chaos, Not Accountability [02:28] Alan Gold argues that dividing revenue responsibility among multiple C-suite leaders leads to dysfunction and wasted budget. He states, "If everyone's in charge, no one's in charge. Period. End," urging companies to consolidate revenue ownership under a single accountable leader. This challenges the widespread belief that shared responsibility drives alignment and highlights the risk of finger-pointing and lack of true accountability. Topic #2: One Revenue Number Alone Does Not Unite the Team [06:25] Alan Gold dismisses the idea that giving multiple executives the same revenue goal will align efforts, describing it as "a lot of BS." He explains that shared metrics do not guarantee unified strategy or execution, insisting that only a single leader, ideally a CRO with broad strategic skills, can effectively drive the revenue engine. This perspective pushes revenue leaders to look beyond revops and metrics, focusing instead on organizational design and true accountability. Topic #3: C-Level Career Progression Requires Broader Business Acumen [18:33] Paul Peterson addresses the career fears that drive resistance to a single revenue leader, emphasizing that C-suite advancement requires understanding the entire business, not just one function. He explains that to be qualified as CRO, leaders must "actually get good at what my counterpart is doing," echoing the CEO role as a business integrator rather than a functional expert. This challenges conventional thinking around executive career paths and motivates marketing and sales leaders to develop broader skills if they aspire to top revenue roles. The Most Damaging Myth The Myth: "If we give each leader the same metrics to be accountable for, so instead of sending everybody in all these different directions, if we still have one number but multiple people, it accomplishes the same thing." (Alan Gold) Why It's Wrong: Alan Gold explains that this belief actually complicates things further and fails to deliver true alignment. Even with a single shared metric, multiple leaders will continue to pull in their own directions based on their functional backgrounds, resulting in silos, duplicated efforts, and ongoing finger-pointing. Ultimately, this diffusion of responsibility means no one is truly accountable for revenue outcomes. What Companies Should Do Instead: Appoint one leader, such as a strategically-oriented CRO, to oversee the entire revenue process. This creates clear accountability, streamlines decision making, and ensures all teams work in harmony toward unified revenue goals. The Rapid-Fire Round What is the first sign that a company is facing a C suite being too big problem, but hasn't really named it yet? "If the CEO can't get a straight answer to what the future looks like and what the revenue stream is for the next quarter. Create unified visibility into your revenue forecast." – Alan Gold What's one mindset shift that unlocks progress? "It's the mindset of strategic delegation. Clarify who owns what, and make sure someone is accountable for connecting the dots. Marketing, sales, revenue, customer service. They all have to work together. The real shift is realizing they can't function independently. One person has to own the alignment." – Paul Peterson What's the most common mistake people make when trying to fix this? "Just following what you've always done before, instead of stepping back to question whether the current structure and people are right for today's market." – Alan Gold What's the most underrated move that actually works to fix this fast? "Go back to the data: analyze your sales process from prospect to closed revenue, review key metrics like close rate and cost per lead, and make sure someone is asking these questions every day." – Paul Peterson Links: Alan Gold LinkedIn: https://www.linkedin.com/in/alanegold/ Email: alan.gold@techcxo.com Links: Paul Peterson LinkedIn: https://www.linkedin.com/in/paulpeterson52 Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts, Spotify, Google Podcasts , Amazon Music, or iHeart Radio and find more episodes on our website RevenueRehab.live

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Outbound Sales Success Requires Complicated Systems. #ChangeMyMind

Jul 2300:39:23Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Gabe Lullo, a sales and recruiting expert, and Rolly Keenan, CRO of Tegrita and seasoned revenue leader, who argue that outbound sales is failing not because of lazy reps, but because it's become far too complex for its own good. They challenge the conventional wisdom that ever-growing tools and metrics drive results, insisting that simplifying outbound and prioritizing authentic, intentional outreach is the only way forward. With real-world examples and sharp industry insight, Lullo and Keenan explain why revenue leaders must break away from complexity before it undermines growth. Will you rethink your outbound strategy or defend the old playbook? Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Matching Buyer Complexity With Sales Simplicity [04:50] Gabe Lullo challenges the belief that complex B2B buying journeys require complex sales processes. He argues that success comes from a multi-threaded, highly intentional approach rather than disconnected, over-engineered outbound systems. Lullo states, "Working on it very strategically… so those three departments are communicating correctly to talk to the right people at the right time," pushing revenue leaders to simplify and sync their sales, SDR, and marketing efforts for real impact. Topic #2: Why High-Volume Outreach Is Just Spam, Not Strategy [13:10] Gabe Lullo argues that most outbound activity today is indistinguishable from spam, citing mass emailing and indiscriminate dialing as ineffective. He asserts, "Intentional outbound is what I think is really what is important. Authentic outbound is what I think is important," reframing high-volume outreach as harmful rather than strategic. Rolly Keenan agrees and emphasizes the need to target the right prospects instead of treating outreach as a numbers game. Topic #3: Technology Alone Won't Fix Outbound [21:40] Gabe Lullo pushes back on the reliance on technology and AI as quick fixes for outbound challenges, warning, "If you can use AI to just spam more, I don't think that's an effective way of implementing the technology." He urges revenue leaders to use tech for preparation, research, and training rather than simply increasing activity. Rolly Keenan echoes this caution, reminding leaders to be thoughtful about whether their tools are genuinely helping SDRs connect in meaningful ways. The Wrong Approach vs. Smarter Alternative The Wrong Approach: "Trying to throw money at it. To Rolly's point, they're just trying to throw money at the problem to fix it." – Gabe Lullo Why It Fails: Simply investing more resources or buying additional tools doesn't address the root cause of outbound motion issues. This approach often compounds complexity, increases inefficiency, and ignores the need for intentional strategy or meaningful conversations. It masks the real issues, making it harder for teams to achieve authentic engagement and sustainable revenue growth. The Smarter Alternative: Instead of indiscriminately upping the spend or tech stack, leaders should focus on listening to what their competitors and the market are actually doing, rather than chasing analyst-driven trends. Prioritize intentional, authentic outreach and ensure your team is aligned and prepared to have relevant, high-value conversations that move deals forward. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ "Measure whether your connection rates and the quality of conversations are meaningfully tracked. If not, fix that first." – Gabe Lullo What's one red flag that signals a company has this problem—but might not realize it yet? "If your team isn't having meaningful conversations—and isn't tracking them authentically—issues will show up later in the funnel." What's the most common mistake people make when trying to fix this? "Throwing money at the problem—more tech, more bodies—without actually addressing the core issue." What's the fastest action someone can take today to make progress? "Actively listen to what your competitors and the market are actually doing, instead of just following analyst advice and trends." Links: Gabe Lullo LinkedIn: https://www.linkedin.com/in/lullo/ Podcast: https://open.spotify.com/show/7c5IlZshEVZrJtY5QtQGF3 Website: https://alleyoop.io/ Links: Rolly LinkedIn: https://www.linkedin.com/in/rollykeenan/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts, Spotify, Google Podcasts , Amazon Music, or iHeart Radio and find more episodes on our website RevenueRehab.live

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Download Numbers Don't Matter #ChangeMyMind

Jul 1600:35:33Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Jonas Woost, media entrepreneur and co-founder of Bumper. He believes that "more downloads do NOT equal more business value" and is ready to prove it. In this episode, Jonas challenges the industry's obsession with podcast download numbers, making the case that B2B revenue leaders should focus on true listener engagement and quality of audience over vanity metrics. From dismantling outdated measurement practices to revealing actionable strategies for aligning your podcast with business outcomes, Jonas urges CMOs and CROs to rethink how they evaluate and leverage audio content before wasted efforts drain ROI. Will you stick to conventional wisdom, or does Jonas have it right? Join the debate! Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: "More Downloads" Do Not Equal Business Value [02:07] Jonas Woost directly challenges the conventional wisdom that higher download numbers automatically translate to more value for B2B podcasts. He argues, "The download is actually very, very poor way to measure podcast success because a download means basically nothing. A download is not a listen." Brandi acknowledges how entrenched this mindset is among marketers, sparking a debate on what metrics really matter for revenue leaders. Topic #2: Measuring Podcast Consumption, Not Just Reach [10:14] Jonas reframes success metrics for B2B podcasts, insisting that podcasting is not a "reach medium" but an "amazing engagement medium." He urges CMOs and CROs to focus on deep audience engagement—"how long did they stick around"—rather than chasing vanity metrics like total downloads. Brandi explores how this approach impacts real editorial decisions, making the case for aligning podcast topics more tightly with business outcomes. Topic #3: Data-Driven Podcast Decision-Making—But Don't Forget Your Mission [19:10] Jonas outlines a bold, data-first approach to evolving podcast strategy, advocating for constant, insight-driven pivots in content, marketing, and business objectives. However, he warns revenue leaders not to let data be the only driver: "If we only do stuff based on data and sort of chase the best number...it doesn't lead to great storytelling." The discussion centers on how to balance hard metrics with purpose-driven episodes—even when certain topics (like climate or DE&I) don't deliver the highest completion rates. The Wrong Approach vs. Smarter Alternative The Wrong Approach: "The first thing that most people get wrong is that they don't actually know what they want to measure. This is the first step. What do you actually want? No one wants downloads. No one wants a number. People want business results, especially your audience, B2B podcasters. They want some sort of result. At the end of the day, we need to start there with result. What do you want? This is about reputation. This is about lead generation. This is about whatever. And then go backwards from there. As opposed to starting with like we want downloads in order to maybe have something else in the past." – Jonas Woost Why It Fails: Measuring podcast success by downloads alone is fundamentally flawed because downloads do not equate to real engagement or business impact. Companies often default to chasing higher download numbers rather than focusing on the outcomes that actually matter, like genuine audience consumption, influence on reputation, or contribution to lead generation. This results in misaligned investments and missed opportunities to connect with the right audience. The Smarter Alternative: Companies should start by clarifying the real business result they want from their podcast—whether that's reputation building, lead generation, or something else—and then work backwards to design their measurement approach. Instead of defaulting to download counts, focus on actual listener engagement and platform-specific consumption metrics that align with your strategic objectives. The Most Damaging Myth The Myth: "More downloads always equal more business value for a B2B podcast." – Jonas Woost Why It's Wrong: Jonas explains that downloads are a poor way to measure podcast success because a download is not a listen, nor does it indicate actual engagement. Most downloads don't translate to real audience interaction, and chasing bigger numbers often distracts companies from connecting with their true target audience—especially for B2B marketers with niche offerings. What Companies Should Do Instead: Focus on measuring real consumption and engagement across listening platforms like Spotify, Apple, and YouTube. Prioritize understanding who is listening, how long they engage, and whether you're reaching the right audience rather than blindly driving up download counts. Use these insights to inform editorial, marketing, and business decisions to drive meaningful business value. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ "Start by clearly defining what business result you actually want—not just downloads or numbers, but the real goal like reputation or lead generation." – Jonas Woost What's one red flag that signals a company has this problem—but might not realize it yet? "If you don't know what you actually want to measure, or you're defaulting to downloads, you're already off track. Focus on desired outcomes, not vanity metrics." What's the most common mistake people make when trying to fix this? "Trying to be perfect and capture data from every platform. With podcasts scattered across many players, obsessing over 100% accuracy becomes overwhelming. Instead, focus on Apple, Spotify, and YouTube for the bulk of your data." What's the fastest action someone can take today to make progress? "Build a simple spreadsheet to manually track engagement stats from the major platforms. It doesn't need to be fancy—six key numbers, updated monthly, will give you the clarity to make better decisions right away." Links: LinkedIn: https://www.linkedin.com/in/jonaswoost/ Website: https://wearebumper.com/ Subscribe, listen, and rate/review Revenue Rehab Podcast on Apple Podcasts, Spotify, Google Podcasts , Amazon Music, or iHeart Radio and find more episodes on our website RevenueRehab.live

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AI Isn't Fixing Workplace Burnout, It's Actually Making It Worse For Women Leaders.

Jul 900:33:33Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Dr. Julie Donley, a leadership expert and workplace stress researcher with nearly 30 years of experience, who believes AI isn't easing the burden for leaders—it's fueling burnout and quietly setting revenue teams up to fail. In this episode, Dr. Donley challenges the widespread assumption that AI will reduce stress and drive productivity, arguing that it's actually amplifying demands and leaving leaders grappling with even greater emotional labor. Drawing on research and real-world insights, she reveals why ignoring the human impact of AI could undermine both team well-being and revenue growth. Are you ready to rethink how you lead in the AI era—or will you push back on Dr. Donley's bold stance? Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: AI Is Increasing Burnout, Not Reducing It [04:26] Dr. Julie Donely confronts the widespread assumption that AI lightens leaders' loads, arguing, "AI is raising expectations, accelerating demands, and leaving the emotional labor, the real human work, squarely on their shoulders." She details how adapting to AI is layered atop existing responsibilities, especially for women leaders, causing heightened stress and faster burnout. Brandi Starr highlights areas where AI can help, but Donely maintains that managing AI's impact multiplies—not subtracts from—the human workload. Topic #2: Lack of AI Guardrails Accelerates Workplace Risk [15:44] Dr. Donely challenges the "just start using AI" mentality prevalent in many organizations, warning that without clear policies, boundaries, and training, leaders risk confusion, misuse, and legal exposure. "If you don't have guardrails, people could be using it for any number of things… they're gonna have problems." The debate centers on whether orgs can realistically build effective frameworks fast enough to keep up with AI's pace, with Brandi questioning business' ability to set rules without stifling innovation. Topic #3: The Hidden Cost of Emotional Labor in Leadership [14:09] Dr. Donely spotlights the overlooked burden of "emotional labor" as leaders navigate AI-driven change—managing team fears, conflict, and constant adaptation. She argues this work is "just exhausting by the end of the day" and asserts that organizations consistently undervalue it, even as AI transforms technical workflows. Revenue leaders are challenged to acknowledge and plan for this persistent human toll, which will not go away with increased automation: "We dismiss emotional labor as not being important. It's huge. And it's not going away with AI." The Wrong Approach vs. Smarter Alternative The Wrong Approach: "Well, I think the wrong way to integrate AI is to tell people, use AI, not give them any. They need training, they need boundaries, they need policies and procedures. When can I use AI? What can I use it for, what can I not use it for? And then train them." – Dr. Julie Donley Why It Fails: Simply directing employees to use AI without guidance leads to confusion, anxiety, and inconsistency. Without established guardrails, training, or a support system, teams may misuse AI tools, increase stress, and expose the company to risks, making it difficult to integrate AI productively and safely within organizational workflows. The Smarter Alternative: Companies should establish clear guardrails, policies, and training around AI adoption. Leaders must set expectations, provide structured support, and create safe spaces for employees to ask questions and learn. By doing so, organizations empower their teams to use AI effectively and responsibly, optimizing both productivity and well-being. The Most Damaging Myth The Myth: "I think it's that it's going to replace us, that AI is going to do away with our jobs and it's more effective than, I mean, people have to use AI to be able to produce results. And so it's going to change how things work, but it's not going to replace humans." – Dr. Julie Donely Why It's Wrong: The fear that AI will eliminate the need for human workers causes anxiety, resistance, and a reluctance to engage with new technology. As Dr. Donely points out, this belief overlooks the critical human skills—like emotional labor, team dynamics, and workplace politics—that AI cannot replicate or replace. Holding on to this myth leads to missed opportunities for partnership and support between people and technology. What Companies Should Do Instead: Leaders should focus on how AI can be leveraged as a tool to support human roles, not replace them. Encourage teams to explore how AI can assist in their specific functions and provide targeted training to empower responsible, effective use. Emphasize partnership, not replacement, to reduce stress and accelerate adoption. The Rapid-Fire Round Finish this sentence: sentence. If your company has an AI usage problem, the first thing you should do is _: "Identify how you want them to use it." – Dr. Julie Donel What's one red flag that signals a company is experiencing AI related burnout—but might not realize it yet? "Well, the people are becoming irritable, productivity is going down and your morale is going down." What should leaders do differently to ensure AI helps rather than hurts their team? "They need to check in with their team members to take a pulse as to where they are and what their needs are in relation to AI." What's the fastest action someone can take today to make progress? "Check in with your people and make sure that they're managing things well, that they have the training that they need or the instruction or guidance that they need and the support that they need and the permission potentially that they need to be able to use AI in a way that supports the organization's goals." Buzzword Banishment: Dr. Julie Donely's buzzword to banish is "really, really, really" and any kind of ultra adjective that is just not necessary. She dislikes this phrase because it adds no value, is overused, and detracts from the power of communication—especially for women, who she suggests should focus on being more direct. Dr. Donely emphasizes that such unnecessary emphasis makes messages less impactful and recommends getting to the point instead. Links: LinkedIn: https://www.linkedin.com/in/drjuliedonley Facebook: https://www.facebook.com/DrJDonley YouTube: https://www.youtube.com/@DrJulieDonley <li class="OutlineElement Ltr SCXW93202981 BCX0" role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="5" data-list-defn-props= "{"335551500":167311...

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Excluding People Isn't a Creative Choice. It's a Strategic Mistake.

Jun 2500:35:09Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Maxwell Ivey, internationally known as the Blind Blogger and an expert in accessibility education, who believes "Accessibility isn't charity—it's untapped market access," and he's ready to prove it. In this episode, Maxwell dismantles the common industry belief that accessibility is a mere "nice-to-have," arguing that overlooking people with disabilities is a costly, strategic mistake that hands revenue directly to competitors. Drawing on data, buyer journey insights, and firsthand stories, he exposes how accessible marketing drives greater loyalty, expands market reach, and can directly boost revenue for B2B leaders. Will Maxwell's bold challenge reshape your approach to inclusion—or do you still think accessibility is optional? Join the debate! Episode Type Problem Solving: Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: "Inclusivity" Is Just Empty Jargon [02:45] Maxwell Ivey boldly claims that the word "inclusive" is an overused, misleading buzzword that allows companies to feel good without doing the work of true accessibility. He states, "It allows a lot of people to feel like they are doing the right thing…without actually taking action," directly challenging revenue leaders to move beyond declarations and toward measurable accessibility changes. Brandi Starr agrees that the term is often empty, setting the stage for a debate on what genuine inclusivity should look like in B2B marketing and customer experience. Topic #2: Accessibility Isn't Charity, It's a Market Advantage [04:29] Ivey confronts the myth that accessibility is just altruism or only benefits a niche group, arguing, "Accessibility isn't charity, it's market access." He emphasizes the significant, loyal purchasing power of people with disabilities—estimated at $3.5-4 trillion annually—and reveals that inaccessible marketing directly costs businesses revenue, saying, "you are walking away from revenue and your competitors are happy to pick it up." This challenges conventional thinking by reframing accessibility as a core business growth lever, not a compliance box to check. Topic #3: Accessibility Enhancements Benefit All Buyers [06:09] Ivey dismantles the belief that accessibility improvements are only for the disabled, stressing that accessible design actually improves user experience for everyone—including those browsing in poor lighting, on mobile devices, or with age-related challenges. Concrete tactics like simplifying website navigation, keyboard-first design, and minimizing distractions are highlighted as universally beneficial. He argues, "A lot of things that you will do to improve accessibility will improve the user experience of all your other customers who don't have a disability," pushing revenue leaders to rethink accessibility as a competitive differentiator rather than a narrow accommodation. The Wrong Approach vs. Smarter Alternative The Wrong Approach: "I think I'd like to get rid of the word inclusive because it's such a vague word, it doesn't really get to the heart of the matter. It allows a lot of people to feel like they are doing the right thing for their business or for people with disabilities without actually taking action, without really empathizing with the needs of this huge market of highly loyal consumers. And it allows them just to avoid the hard conversations, to avoid the time and effort. Although it isn't really a lot of time and effort in most people's cases. But by saying that they're inclusive, it allows them to feel good about themselves, but it doesn't necessarily mean that they've done the work." – Maxwell Ivey Why It Fails: Using "inclusive" as a buzzword lets companies check a box without making real changes. This superficial approach fails to address the specific needs of people with disabilities, meaning businesses miss out on both a substantial market opportunity and true accessibility. Ultimately, it leads to lost revenue and leaves the door open for competitors who genuinely address accessibility. The Smarter Alternative: Companies should move beyond vague commitments and take concrete, tactical actions to improve accessibility. Maxwell recommends focusing on simplifying user journeys, prioritizing keyboard navigation, and designing with a minimalist, distraction-free mindset. These measures not only support people with disabilities but also improve usability and satisfaction for all customers, driving better business outcomes. The Most Damaging Myth The Myth: "I don't have customers who with disabilities or if I have them, they do not have the funds to buy from me. And the other is that when I create for accessibility, I am only creating for people with disabilities." – Maxwell Ivey Why It's Wrong: These beliefs are harmful because they severely underestimate both the size and purchasing power of the disability community. As Maxwell points out, designing for accessibility benefits everyone—not just people with disabilities—by improving the user experience for all. Additionally, the market of people with disabilities is large, loyal, and influential; dismissing their needs means leaving significant revenue and word-of-mouth opportunity on the table. What Companies Should Do Instead: Recognize accessibility as market access, not charity or a compliance checkbox. Design campaigns, content, and customer experiences for everyone, understanding that accessibility improvements often enhance usability and satisfaction for all users—leading to broader engagement, higher revenues, and stronger brand loyalty. Buzzword Banishment Maxwell's buzzword to banish is "inclusive." He dislikes this term because it is vague and allows companies to feel self-satisfied without taking meaningful action to address the needs of people with disabilities. Maxwell argues that saying you're "inclusive" often substitutes for real empathy or necessary changes, enabling businesses to avoid hard conversations and practical improvements, rather than genuinely supporting a large and loyal market segment. Links: LinkedIn: https://www.linkedin.com/in/maxwellivey Facebook: https://www.facebook.com/maxwellivey YouTube: https://www.youtube.com/maxwellivey Podcast: <a class= "Hyperlink SCXW80710620 BCX0" href= "https://podcas...

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Revenue Starts with Brand. Brand is Marketing + HR.

Jun 1800:29:05Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Sherry Grote, creator of the Harmony Hero framework and a B2B marketing leader with 25+ years transforming brands and driving revenue. Sherry believes marketing and HR hold untapped power as revenue accelerators—but only if their voices are amplified beyond traditional roles and given real influence in the boardroom. Challenging the status quo that sidelines these functions, Sherry argues that true revenue growth hinges on aligning people, brand, and culture—not just products and pipelines. If you're ready to rethink where brand power really drives the bottom line, tune in—and decide if Sherry's perspective changes your mind. Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Marketing & HR—The Undervalued Revenue Drivers [04:44] Sherry Grote boldly argues that marketing and HR are essential drivers of revenue and brand but are consistently marginalized in executive decision-making. She challenges the conventional belief that marketing is a "faucet you can just turn on" and spotlights how HR's influence on culture is chronically overlooked—particularly damaging "in an artificial everything world." Brandi Starr echoes the misalignment, noting most companies pigeonhole this partnership as "marketing giving HR tchotchkes," prompting a debate on the true strategic potential of these functions when united. Topic #2: Boardroom Influence—Turning Up the Volume on Brand Voices [07:14] Sherry argues that the boardroom routinely sidelines marketing and HR, relegating them to after-thought status in favor of sales, finance, and product updates. "HR, we really don't have time for you to talk, so just put your slide in there and we'll just make sure that the board has that." She proposes a radical change: marketing and HR should proactively demonstrate their impact on revenue, culture, and pipeline to win advocates among CFOs, CROs, and CPOs—shifting from self-promotion to integrated business influence. Topic #3: Rethinking Compensation and Collaboration for Revenue Alignment [17:50] Sherry challenges revenue leaders to recognize compensation misalignment as a core driver of inefficiency and discord between marketing, sales, and HR. She critiques the "rip and replace" approach to CMOs, tying it to systemic incentive problems: "It's often the head of marketing that really sees this breakdown and challenge and having that real relationship with HR could be an opportunity to help to influence that." Brandi pushes for actionable solutions, leading to a discussion about moving BDRs into marketing and partnering with HR to overhaul incentive structures for true revenue team alignment. The Wrong Approach vs. Smarter Alternative The Wrong Approach: "A leader before they've had a time to actually make an impact in the business." – Sherry Grote Why It Fails: Swapping out marketing or HR leaders too quickly disrupts momentum and undermines strategic initiatives before they can take hold. This short-sighted turnover prevents teams from making the incremental changes necessary for lasting impact and damages organizational culture and continuity. The Smarter Alternative: Instead of jumping to leadership changes, companies should focus on building strong alignment and rapport between sales, marketing, and HR, giving leaders the space and support needed to drive meaningful, long-term business results. The Most Damaging Myth The Myth: "Marketing is a faucet that you can just turn on and you will get instant results." – Sherry Grote Why It's Wrong: This belief leads organizations to expect immediate impact from marketing efforts, creating unrealistic timelines and frustration when quick results don't materialize. As Sherry explains, marketing is actually more like a well that requires consistent pumping—building effective campaigns takes time, ongoing effort, and a systems approach. When companies operate under the "faucet" myth, they make disruptive changes or swap out talent prematurely, undermining long-term progress and ROI. What Companies Should Do Instead: Treat marketing as an engine that needs sustained investment and incremental improvement. Allow marketing leaders time to build momentum, focus on developing processes, and foster strong cross-departmental relationships—especially with HR—to build a people-first culture that supports brand and revenue growth. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ "Ensure that you have built rapport with sales, marketing and HR to be in total alignment." – Sherry Grote What's one red flag that signals a company has this problem—but might not realize it yet? "If your employees don't have psychological safety, then you do not have a culture that is going to have a positive brand influence." What's the most common mistake people make when trying to fix this? "Changing out a leader before they've had time to actually make an impact in the business." What's the fastest action someone can take today to make progress? "Know what your 5% is—be clear on what makes you different from everyone else doing your type of job, whether you're in HR, marketing, finance, or sales." Buzzword Banishment: Sherry's buzzword to banish is "amplify." She dislikes this term because in today's environment—where it's applied to everything—the word has been overused and lost its impact and meaning. Sherry notes that while "amplify" once described increasing awareness or engagement in a meaningful way, its ubiquity now renders it ineffective and even frustrating to encounter. Links: LinkedIn: https://www.linkedin.com/in/sherrygrote/ <p class="Paragraph ...

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AI Search Isn't 'Coming' — It's Already Rewriting the Way Buyers Find You

Jun 1100:24:38Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Michael Buckbee, founder of Knowatoa and AI-driven search marketing expert, who believes most marketers are missing out on revenue by ignoring how their brands appear in AI search tools—and he's ready to prove it. In this episode, Buckbee challenges the industry's Google-first mindset and argues that AI platforms like ChatGPT and Gemini are now the key gateways to buyers, demanding a radical rethink of content and SEO strategy. From shifting content budgets to exposing overlooked technical pitfalls, Buckbee makes the case that revenue leaders must adapt now to avoid losing visibility and pipeline in an AI-dominated landscape. Is your strategy keeping up, or is it time for a rehab? Episode Type: Problem Solving - Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Google's Grip on B2B Search Is Slipping [02:41] Michael Buckbee argues that relying solely on Google for B2B brand discovery is now a critical mistake. He highlights how AI tools like ChatGPT, Gemini, and Perplexity are rapidly changing buyer behavior and asserts that "most marketers have no idea how they're showing up in AI and it's costing them real revenue." Brandi Starr questions whether AI is truly overtaking Google, leading Michael to explain that even Google is transforming its search experience in response to these new AI platforms. Topic #2: Outdated SEO Strategies Are Killing Organic Growth [06:23] Michael challenges the conventional top-of-funnel, high-traffic blog strategy that marketers have depended on for years. He points out that informational queries are increasingly answered directly by AI summaries, saying "those are going away as a traffic source," and urges leaders to shift focus toward bottom-of-funnel content that addresses specific buyer objections and differentiators. Brandi Starr pushes for actionable advice, sparking a discussion on how marketing budgets and content plans need to be realigned for this new search landscape. Topic #3: Winning Requires Siteless SEO and AI Indexing [15:56] Michael pushes revenue leaders to rethink basic SEO, warning that many websites are inadvertently blocking AI crawlers and missing out on AI-driven buyer research. He explains the need to ensure that AI bots can index your content and introduces the concept of "siteless SEO," recommending that brands publish content directly on platforms like LinkedIn and Reddit for broader visibility. The segment includes specific tactics as Michael calls this a foundational shift that "marketers need to act on now." The Wrong Approach vs. Smarter Alternative The Wrong Approach: "A common trap is to stick with the existing content plans. You know, you had mentioned AI overviews and how it lists sources. You know, you can still fight for those terms, those like high level informational terms. But I do think you really need to consider, is this something where people are going to read this and then there's a list of 30 sites on the side? Is that a benefit to you that you're one of those 30 links that's buried in there? Are people actually going to find you? Is it actually going to move things forward or are your efforts better spent elsewhere?" – Michael Buckbee Why It Fails: Traditional top-of-funnel content strategies focus on broad informational keywords, but AI search tools now summarize these queries and bury brands in a long list of sources. This leads to reduced visibility and engagement, as buyers are more likely to rely on AI summaries instead of clicking through to individual sites. The Smarter Alternative: Companies should pivot their content strategy toward mid- and bottom-funnel topics that address buyer objections and showcase clear differentiation. Distributing this content across multiple platforms, not just your website, increases the likelihood that AI systems will pick up and accurately represent your brand, making it easier for buyers to discover and trust you during their research process. The Most Damaging Myth The Myth: "We kind of don't need to care about these new AI startups and all we need to do is care about Google and they just go back to doing things how they have been doing them." – Michael Buckbee Why It's Wrong: Many marketers believe that focusing on traditional Google SEO is enough, but Google itself is evolving in response to AI-driven platforms like ChatGPT, Claude, and Gemini. Ignoring these changes means companies risk losing visibility where buyers are actually researching and making decisions, leading to missed revenue opportunities. What Companies Should Do Instead: Companies should adapt by monitoring their brand visibility across AI search platforms, shifting content strategies away from solely top-of-funnel topics, and making sure their content is accessible to both Google and AI bots. This proactive approach ensures brands continue to show up where buyers are searching now and in the future. The Rapid-Fire Round What is the first sign that a company is facing the problem of being ready for AI search but hasn't yet named it?"In their Google search console, they're probably seeing a very steady amount of impressions coming through and a drop off in click throughs to their site. That's a pattern that's seen in lots of different places. And that's the first like real data point that a lot of SEOs have found like, something's going on here. We need to be prepared for." - Michael Buckbee What's one mindset shift that unlocks progress?"I think the biggest mindset shift should be the duplicate content penalty, which was something that SEOs have considered for a long time, which is like, put a blog post up on my site. I don't want another site to scrape it and put it up on their site because that pulls the Google juice from both of us. It dilutes it. But in the world of AI search, that's a huge benefit. Now you're twice as powerful because the messaging has been said twice." What's one common trap leaders fall into when trying to solve this?"I think a common trap is to stick with the existing content plans. You know, you had mentioned AI overviews and how it lists sources. You know, you can still fight for those terms, those like high level informational terms, but I do think you really need to consider, is this something where people are going to read this and then there's a list of 30 sites on the side? Is that a benefit to you? That you're one of those 30 links that's buried in there? Are people actually gonna find you? Is it actually gonna move things forward? Or are your efforts better spent elsewhere?" What's the most underrated move that actually works to fix this fast?"I think the most underrated move is to just make sure that checkbox isn't hit in Cloudflare because I see that a lot. Many, many sites are inadvertently blocking these for lots of weird reasons. And you know, it's such an easy fix. Why wouldn't you do that?" <p class="Par...

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Strategic Foresight Is The CMO's Real Job. Everything Else Is Execution.

Jun 400:34:56Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Laura Patterson, a data-driven growth strategist and co-founder of VisionEdge Marketing, who believes strategic foresight—not campaign execution—is the CMO's real job, and she's here to prove it. In this episode, Laura challenges the industry's fixation on activity and trend-chasing, arguing that revenue leaders must shift their focus from reactive marketing to proactive market-making by interpreting the signals that shape the future. By exposing the pitfalls of "random acts of marketing" and sharing actionable strategies, Laura makes a compelling case for why true leadership demands more than just looking in the rearview mirror. Ready to step out of the weeds and into bold strategy, or will you stick to business as usual? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Strategic Foresight is the CMO's Core Mandate [00:00] Laura Patterson asserts that the true role of the CMO is strategic foresight—actively interpreting market signals to drive the business forward—instead of focusing on executional tasks like campaign management. "If your strategic plan is just a mirror of historical data, you're not owning the market, you are in fact reacting to it," she argues. This challenges the conventional wisdom that CMOs should be operational leaders, pushing the audience to reimagine marketing leadership as market-making rather than maintenance. Topic #2: Countering CEO and Board Pressure to Chase Trends [00:08:33] Laura tackles the challenge many CMOs face from CEOs and boards demanding action on the latest trends (e.g., AI), even when it's not strategically aligned. She insists CMOs must lead with business value, stating, "If you're going to be the leader, then you have to be willing to take a little risk and have a response that says... what about what we're trying to achieve for the organization?" The discussion centers on how revenue leaders can reframe these conversations to focus on business goals, even when faced with top-down mandates to pursue shiny objects. Topic #3: Using Market Signals for Proactive Strategy [00:17:21] Laura advocates for harnessing both internal and external market signals—such as airline reservations or box orders—as tools for strategic foresight, rather than relying solely on the company's own lagging indicators. She challenges the common practice of dashboard-driven decision making, asserting that by the time trends appear in company data, "you're already kind of behind the eight ball." The debate explores how CMOs, especially in smaller organizations, can identify forward-looking market signals to anticipate change and shape strategy, not just react. The Wrong Approach vs. Smarter Alternative The Wrong Approach: "They try to reverse engineer. What I mean by that is they try to reverse engineer what they're doing to an outcome that is a mistake. Right. It doesn't start at the bottom, it needs to start at the top." – Laura Patterson Why It Fails: Reverse-engineering from current activities up to business outcomes leads to weak alignment and rationalizes existing work, rather than ensuring marketing efforts are directly tied to organizational goals. This approach results in disconnected tactics, poor measurement of impact, and a continual cycle of busyness without meaningful progress. The Smarter Alternative: Start with clear business outcomes and define success at the top level—then build your marketing strategies and initiatives to directly support those outcomes. Measure and communicate value based on how each initiative contributes to creating customer value and competitive advantage, rather than backfilling activities into justifications after the fact. The Most Damaging Myth The Myth: "If we just do more campaigns, adopt more tools, generate more content, we'll eventually hit on something that works. And that is the myth that activity equals progress. Right? And that's not true." – Laura Patterson Why It's Wrong: Laura explains that this belief leads companies to chase trends, pile on campaigns, and stay busy with random acts of marketing—all of which result in misalignment, wasted energy, and diluted impact. Instead of delivering on strategic business outcomes, marketing teams become stuck in endless execution, masking the absence of a clearly defined, customer-centric strategy that truly drives growth. What Companies Should Do Instead: Companies should pause and get serious about evaluating their marketing work through the lens of impact and deliberate, value-driven moves. Focus on creating a customer-centric strategy that's rooted in core competencies and value propositions, and ensure every activity aligns directly to measurable business outcomes—rather than defaulting to more activity for its own sake. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ "Stop. Pause and take a breath. Audit whether your marketing activities directly link to business outcomes. If you can't draw a clear line, it's time to halt unnecessary spending and effort until you have that clarity." – Laura Patterson What's one red flag that signals a company has this problem—but might not realize it yet? "If your marketing measures don't tie back to actual business results and you're only reporting on activities or outputs, that's a major warning sign you're stuck in execution mode." What's the most common mistake people make when trying to fix this? "Reverse engineering—trying to justify existing marketing activities by retroactively connecting them to business outcomes—instead of starting from the top with what business success looks like, then working downward into strategy and execution." What's the fastest action someone can take today to make progress? "Take your top three marketing initiatives and ask: Do we know exactly how each one creates customer value and competitive advantage? If you can't answer with a confident 'yes' (or rate them a 9 or 10), it's time to rethink those priorities immediately." Buzzword Banishment Laura's buzzwords to banish are "pivot" and "AI powered." She criticizes "pivot" for being overused, often without a true understanding of what it really entails, even admitting she's guilty of using it herself but with proper intent. "AI powered" is singled out because it's become ubiquitous in every conversation, to the point where it has lost clear meaning and is used without critical examination of its actual value or application. Links: LinkedIn: https://www.linkedin.com/in/laurapattersonvem/ Facebook: https://www.facebook.com/marketingtransformation X: <a class= "Hyperlink SCXW64269284 BCX0" href="https://x.com/VisionEdgeMktg" target="_blank" rel="no...

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When Your Buyers Are Ready to Engage You're Dropping the Ball

May 28, 202500:43:24Tap to summarize

This week on Revenue Rehab, Brandi Starr is joined by Maddie Bell, CEO and Co-founder of Scheduler AI, who believes "the real risk isn't in the dark funnel—it's failing to deliver when the buyer finally raises their hand." In this episode, Maddie challenges the industry's obsession with "speed to lead," urging revenue leaders to prioritize "speed to first conversation" with AI-driven, buyer-centric engagement. She warns that outdated playbooks and one-way automation are leaving revenue on the table, while today's buyers self-educate and expect immediate, meaningful interaction. Will Maddie's call for rethinking the moment of engagement change your strategy—or change your mind? Episode Type: Problem Solving Industry analysts, consultants, and founders take a bold stance on critical revenue challenges, offering insights you won't hear anywhere else. These episodes explore common industry challenges and potential solutions through expert insights and varied perspectives. Bullet Points of Key Topics + Chapter Markers: Topic #1: Dark Funnel Obsession—Are Revenue Teams Focusing on the Wrong Problem? [01:10] Maddie Bell argues that while the industry is fixated on the challenges of the dark funnel and invisible buyer research, the true risk lies elsewhere: "The real risk isn't what you can't see, it's what you fail to act on when the buyer finally makes themselves known." She challenges CMOs and CROs to shift resources away from just uncovering hidden intent and instead ensure their processes and tech are ready for the critical moment buyers raise their hand. Brandi aligns with this shift, probing what readiness really entails and how companies can retrain their focus accordingly. Topic #2: Personalization at Scale—Why Automation Isn't Enough [13:36] Maddie claims that traditional personalization methods—triggered email sequences and static nurture paths—have reached their limits due to the sheer number of signals and permutations needed. She challenges the industry to move beyond guessing with automation: "It's just really hard to personalize for a person without asking them about themselves again, without starting a two-way conversation." The discussion centers on the need for AI-driven, dynamic conversations to achieve true personalization, not just more sophisticated drip campaigns. Topic #3: AI as the Connector—Transforming Handoffs and Sales Structure [28:38] Maddie boldly asserts that AI agents are poised to revolutionize not just engagement, but the very structure of sales teams and revenue processes. She explains, "If you have the AI routing, you can create intelligent loops that essentially solve the leak across the pipeline..." prompting leaders to rethink their approach to sales specialization, handoff rigor, and marketing-sales alignment. Brandi challenges the scalability and organizational implications, sparking discussion on how revenue leaders should sequence process improvement before layering on AI. The Wrong Approach vs. Smarter Alternative The Wrong Approach: "I think they look for solutions to new things rather than solving problems that again, they already have. Right. Because at the end of the day, if we're already making buyers wait hours, days, if we follow up at all, just solving that in the near term is going to get you a measurable pipeline win now without having to re redo and try all this new stuff that you don't really know where it's going to go." – Maddie Bell Why It Fails: Chasing after new, untested solutions distracts teams from addressing the core issues already affecting buyer engagement. If companies ignore existing process gaps—like long response times—they miss out on immediate revenue gains and risk investing in initiatives that may not address their current challenges. The Smarter Alternative: Focus first on quantifying and solving existing friction points in the buyer journey, such as reducing wait times and ensuring prompt follow-up. By tackling these proven problems, organizations can unlock measurable wins and lay a stronger foundation before experimenting with new tools or strategies. The Most Damaging Myth The Myth: "The moment they raise their hand visibly is the start of the process." – Maddie Bell Why It's Wrong: Many go-to-market teams treat the buyer's visible hand-raise—like filling out a form—as the beginning of engagement. But as Maddie points out, buyers actually start their process much earlier, often spending significant time researching and self-educating long before giving up their information. This myth leads companies to ignore the vast majority of prospects who never fill out a form (97%), missing opportunities to start conversations earlier and losing out on pipeline growth. What Companies Should Do Instead: Recognize that the buying journey begins well before formal hand-raising. Invest in strategies and technologies that identify and engage buyers earlier—well before they submit a form—by leveraging intent signals, enabling frictionless conversations, and reducing reliance on traditional gates. This proactive approach captures more of the market and improves the probability of converting ready buyers. The Rapid-Fire Round Finish this sentence: If your company has this problem, the first thing you should do is _ "Measure it. Find out how many balls are getting dropped. Quantify the problem so you can actually solve it and measure success." — Maddie Bell What's one red flag that signals a company has this problem—but might not realize it yet? "You're pushing out a lot of one-way communication, and buyers aren't converting—or when they finally respond, you're too slow to engage. If buyers ignore your outreach or you fail to respond within 1–2 minutes, that's a big sign." What's the most common mistake people make when trying to fix this? "Chasing new cool solutions instead of fixing today's problems—like slow or missing follow-up. Start by solving existing gaps to create quick pipeline wins before adding new tools." What's the fastest action someone can take today to make progress? "Start more conversations—and use AI for fair, objective, helpful buyer interactions that move them to the next step, ideally a team meeting. But don't rush the process; let AI qualify and route effectively." Buzzword Banishment Buzzword Banishment: Maddie's buzzword to banish is "speed to lead." She dislikes this term because, in her view, it has become disconnected from what buyers actually want. Maddie argues that organizations have reduced "speed to lead" to a KPI or automated process—like quickly assigning a lead to a rep or sending out email sequences—rather than prioritizing a meaningful, timely first conversation that aligns with the buyer's needs and expectations. She advocates replacing it with "speed to first conversation" to ensure engagement is genuinely valuable to the buyer. Links: LinkedIn: https://www.linkedin.com/in/maddiebell/ Podcast: https://www.scheduler.ai/nextgen-gtm-podcast <li class="OutlineElement Ltr SCXW142792278 BCX0" role="listitem" data-leveltext="" data-font="Symbol" data-listid="5" data-list-defn-props= "{"335551500":16731136,"335552541":1,"335559685":1440,"335559991":360,"469769226":"Symbol","469769242":[8226],"469777803":"left","469777804":"","469777815":"hybridMultilevel"}" aria-setsize="-1" data-aria-pos...

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