DL ADVISORY

Chief Executive Officer

Modigie, Inc.

Modigie is solving a problem that has almost always existed and has yet to be solved. Deliverable, Measureable, Proven Outcomes
Modigie helps you reach the“Unreachable” portion of your target market

Modigie is the only company in the Sales Intelligence, GTM space Proving, Measuring and Delivering
Increased Engagement with the previously unreachable portion of your Target Market.
Engagement rate increases are averaging over 75% across the outbound sales org
with an annual ROI averaging 2,800%. No training, 100% adoption, Performs automatically in the background.

Advisor

SendtoWin

SendtoWin is an outbound powerhouse, but you shouldn't just take my word for it because I'm advising them. Instead, ask them about their results. They got their start by helping Google, Databricks, and Oracle generate massive amounts of pipeline. Now, they are taking their operational expertise to all B2B businesses, not just here in the US but around the Globe.

Yes, there are a TON of outbound shops that will show up with a swarm of people and some great processes and can likely generate some new pipeline for you. But what I've found is to make outbound work today you need 1) seasoned business professionals who know HOW to prospect and have been doing it for years and 2) to know how to navigate the complexity from the hosts (google etc) to ensure you show up in someone's inbox. 

They do both exceptionally well, and that's why I'm helping out.

Stealth Startup

Helping to build and scale an early-stage start-up disrupting a 30B industry. 
5M in Revenue, profitable, focused on efficient growth and scale.
Backed by strategic customers (not Venture).

CRO / COO 

Sales Assembly

What started in 2017 as a simple community for tech companies in Chicago, has transformed into creating and developing a whole new category: Scale-as-a-Service. Through our all-inclusive membership model, we help the best B2B tech companies to Scale in 3 ways (Scale Better, Scale Smarter, Scale Faster)

Mentor * Advisor

Forum Ventures

Acceleprise is a 4-year-old, pre-seed, B2B SaaS accelerator based in San Francisco and operating in New York City. We invest in founders from around the world who are redesigning how we work. Companies have raised $70M+ from funds like NEA, 8VC, Bowery Capital, Susa Ventures, Salesforce Ventures, SV Angel and many more.

Mentor & Advisor

GrowthX Academy

I'm honored to be a mentor at GrowthX. Their commitment to developing talent and giving them the practical experience they need is inspiring.

Mentor

Emergence Capital

As a Growth Partner my responsibility is to capture, create and share go to market strategies and ideas with the Emcap portfolio companies and the greater SaaS community.

Growth Partner

Transforming the way we talk "to" and "about" our customers. Helping Box become more customer centric and ensuring our reps know how to tell the right stories that are most relevant to our customers and prospects.

Chief Storyteller

Helping our employees and partners close more business, faster by ensuring everyone has the right tools, skills and knowledge.

VP of Sales Productivity

Salesforce.com

Responsible for Global Training, Development and Productivity for the Global Sales Organization. Primary focus is on driving the global sales onboarding program, North American and APAC Sales Productivity programs and all ongoing skills training.

Sr Director, Corporate Sales Productivity

I am .. A Sales Professional. Everyone is in sales, and selling is hard. But if you remember, selling is just a series of conversations between two people. In every conversation, there is an exchange of information and ideas, and the outcome of that conversation is to determine if it makes sense to have another conversation. I’ve sold everything from newspapers, ice cream, oracle databases, cloud applications, software companies, and even people (legally speaking). 

I am ... A Marketer. Marketing is also hard. It’s a discipline that requires expertise in more areas than any other role in an organization. Marketing, like Sales, is all about closing/ expanding revenue. Brand, programs, and leads all matter, but we do these to help close revenue and keep / expand customers. To do this, marketing needs to align around the brand to raise awareness, programs to drive engagement, and content to help sellers and buyers navigate a decision. Marketing also involves crafting three narratives: the company narrative (why you exist), the marketing narrative (who you are and what you do), and the sales narrative (what problems you solve and what value you deliver).  

A Storyteller. Storytelling is one of the most human forms of communication. If you’re a good storyteller, you’re a good communicator. You can build deep and rich connections if you're a good communicator. Most people suck at telling stories because they don’t understand 1) the point of what they are trying to communicate and 2) the core mechanics necessary for a story to be considered a story and not just a sequence of events. I honed my storytelling skills at 5 years old when I started acting. It’s a skill that takes time, attention, and practice, but it will pay dividends for the rest of your life. 

A Connector. If selling, marketing, and storytelling are all about building connections, then I’m a connector! I believe that people make THE difference in any organization. In fact, in the last 7+ years as a partner at Emergence Capital, one of the first steps we took after we invested in a company was to determine if they had the right butts in the seats. If not, we’d help them identify who was the best fit for the company at the size and stage. Great leaders hire and build great teams, and great teams build amazing companies with lasting cultures. 

As the former Growth Partner at Emergence Capital, Chief Storyteller at Box, VP of Sales Productivity at Salesforce, and AE (and one of the first-ever SDRs) at Oracle, I’ve been fortunate to learn from and help scale some of the best companies in SaaS.

Doug Landis

Co-Founder & Chief Revenue Officer at Sales Assembly | Developing the GTM Teams of B2B Tech Companies | Investor | Sales Mentor | Decent Husband, Better Father

I’ve spent my career trying to solve one puzzle: how do you scale sales teams without losing what makes them great?

Before Sales Assembly, I lived the highs and lows of hyper-growth - leading revenue teams, juggling targets, and realizing that growth without structure eventually collapses under its own weight. The lesson stuck: great teams don’t just grow fast, they grow well.

That’s the idea behind Sales Assembly. We built the preeminent skill development platform for B2B tech companies: part training, part community, part therapy for GTM leaders trying to do more with less. We help teams move faster, stay aligned, and actually enjoy the process of getting better.

Somewhere along the way, I also became a General Partner at VentureOn Partners, Chapter Head at Pavilion, and mentor with Techstars. I’ve spent a lot of time with founders and operators who are chasing the same thing: building something that lasts without taking themselves too seriously.

A client and friend once described me as someone who “builds community through authenticity,” which I’ll take as the polite version of “tells it like it is.” That’s probably fair.

Outside of all that, I’m a decent husband, a better dad, and a walking Simpsons encyclopedia (seasons 1–11 only, of course). I travel when I can, laugh often, and still believe a good team - and a good joke - can get you through just about anything.

Matt Green

Selling to execs in 2026 is going to be like trying to get past the bouncer at an exclusive club. If you don’t know someone inside...good luck.

A few years ago, you could cold email your way into a VP’s calendar. Today? They’re getting bombarded from all angles, and their assistant (or AI filters) are better at shutting down the noise than ever before.

What's happening now is that sellers are making the mistake of going in too weak or too strong:

Weak = Generic outreach that screams “I have no idea what you care about.”

Strong = Over-personalized emails that still fail to connect to a business priority.


Best to drill this down to 3 components: context, timing, and access.


1. Context: Before you send a single email, you need to understand why they would care. What strategic priority does your solution align with? If you don’t know, find a champion below them who does.


2. Timing: Execs have windows where they actually care about new solutions - usually before budget cycles or when they’ve hit a new problem. Your job is to track triggers (hiring surges, leadership changes, earnings reports) and strike at the right moment.


3. Access: The best reps don’t cold call the CEO...they get introduced through someone the CEO already trusts. If you’re trying to win the C-suite alone, you’re playing the game wrong. Build up internal champions and use them to secure the right doors, or find introductions through your company's network (investors/advisors/execs) who're connected high up.

PS - tools like Vieu are built exactly for this if you wanted to check them out: https://lnkd.in/g52qWYEC


Remember that the last thing execs need (or want) is another sales pitch. What they DO need is a reason to believe that talking to you is worth their time.

The question is: are you giving them one?

Folks, if you ever get pushback on price from a prospect, don't say something like "Let me check with my manager." Here are a few phrases that work better:

- "Let me think about how we've structured this for similar customers."
- "I want to make sure I get this right for you - give me until tomorrow."
- "That's outside our standard terms, but let me see what's possible."


Might all sound the same, but this lets you buy time without giving up authority.

Asking to check with your manager is basically saying "I need permission" when what you want them to hear is "let me think about the best way to structure this for you."


Same outcome - you get to pause and consult - but you didn't just hand control to someone else.


That said, managers DO need to provide coaching around this. A few ideas:

1. Run a "decision authority audit" in your next team meeting.

Go through the 10 most common objections your reps face:

- Pricing pushback.
- Competitor mentions.
- Custom terms requests.
- Timeline concerns.
- Feature gaps.

For each one, define: What can reps handle themselves? What requires manager approval? What needs legal/finance?

Most reps defer because they genuinely don't know what they're allowed to do. 


2. Build a response library for common deflections.

Don't make reps improvise in the moment. Give them pre-approved language for the top 5 situations where they want to say "let me check."

Customer: "Your competitor is 20% cheaper."
Rep: "I'd be curious what's included in that quote - we've seen a few configurations that look cheaper upfront but require add-ons later. Let me put together an apples-to-apples comparison for you."

Customer: "We need net-60 payment terms." 
Rep: "Our standard is net-30, but I've worked with similar-sized companies on extended terms. Let me see what we can structure."

Customer: "Can you include [custom feature]?" 
Rep: "That's not part of our standard offering, but let me check our roadmap and see if there's a way to get you that capability sooner."


3. Post-call debriefs when you hear "let me check with my manager."

Don't wait for the next 1:1. Pull them aside same day:

- "Walk me through what happened when they pushed back on price."
- "What was your instinct in that moment?"
- "What could you have said that would've kept control with you?"
- "Let's role play it. You're the prospect, I'm you. Watch how I handle it."

Most reps defer because they panic, not because they're incompetent. Coaching them through it once builds muscle memory for next time.


4. Track it in deal reviews.

Add one question to every pipeline review: "Any deals where you had to escalate to me this week?"

Not to shame them. To identify patterns.

If the same rep is escalating the same objection repeatedly, that's a skill gap. Coach it.


If different reps are escalating the same objection, that's a process gap. Fix it.

With SKOs upon us, it's fair to ask: do we still think it's worth paying six figures to fly people to an event when we know that, 2 weeks later, they'll still be selling exactly like they were before?


I mean, I think we all intuitively know that 4-day workshops don't change behavior.

They create a temporary energy spike, sure. And that's valuable! 

But then everyone goes back to their old habits because old habits work. Or at least, old habits are easier.


The problem is pretty obvious:


- Hybrid teams don't want to travel for content that could be consumed on Zoom. They want training for right now. Not inspiration for someday.

- More importantly, your market shifts every quarter. If your enablement strategy ships once a year, there's probably a disconnect there, right?

- Week-long training events have...what...maybe 15% retention rates? So you're paying thousands of bucks per person to have them remember 1-2 slides?



Perhaps it would make more sense to plan monthly enablement cycles instead of annual dumps.

- September focus: negotiations.
- October: discovery.
- November: competitive displacement.

Make sure the content lands when people need it.


Also, maybe build some regional sessions of 25 people instead of 250. Hyper-targeted, lower cost, higher impact.

Have your top performers teaching your middle performers. Real deals with real scenarios.


$400K for a week-long event with 15% retention means you're paying $27K per remembered slide. Build monthly cycles for $50K total and watch retention hit 70%.

Annual training events don't build skills. They build Instagram content. Which, again, is fine if that’s what you’re after. 

Tha said, if you want your reps to actually sell differently, stop throwing money at shit they'll forget and start building systems that stick.

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The Battle

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Matt Green

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The Battle

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Matt Green's LinkedIn Performance

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