Keenan Yoseph

2024 - 130.4%
   
     Q1 - 190%
     Q2 - 42%
     Q3 - 149%
     Q4 - 141%

Enterprise Account Executive

‘23: 111% to quota

Self-sourced 44% of bookings
Only AE to attain '22 and '23 quota
Won Top Sales Performer and Top AE Pipeline Generator

Commercial Account Executive

‘22: 147% to ramped quota (110% to non-ramped quota)
Helped grow revenue ~4x to $100M in under 2 years
#1 Mid Market AE
#1 for new logos 
#2 AE across all segments (MM, ENT, Strat)

Mid Market Account Executive

‘21 Q4: 322% to quota, 21 new logos
Sold ~11% of Lob's total SS MRR in 5 months
Trained 2nd SMB AE who doubled their quota

SMB Account Executive

Closed $3,817 MRR in under 2 months (12 new logos)
First role of it's kind at Lob; sold self-service (SS) plans for both our APIs
Tasked with proving out the SS segment and building a playbook

Inside Sales Representative

Real Estate

Own and manage a 3 unit building in Chicago

Real Estate Investor and Property Manager

Top One Percenter Academy

Partner

Finished the academy at #1 across all 8 cohorts to date

Member

Keenan Yoseph Consulting

- Contract BDR
- Building brand on LinkedIn 
- Helping sales reps smash quota 
- Career coaching (interviewing, resume writing, negotiation, etc.)

Owner

LCP360

- Responsible for full sales cycle and AM
- 278% of 2020 quota: 81% from new logos, $80K new ARR
- SMB to ENT, closed deals between $2.5K and $78K
- Left mid June at 119% of 2021 quota, annual run rate of ~1 million

National Account Executive

Business Development Representative

Foodstuffs Gourmet Foods & Catering

Retail Sales Associate

Pinch Produce

Pinch Produce was a company that grew microgreens indoors and sold to farmers' markets, 3 restaurants and 5 retail customers on a weekly basis. As the sole employee, I handled all business operations. I consistently prospected 20 restaurants weekly using a variety of techniques from cold-calling to social media and walk-ins.

Founder and Owner

Grossinger Hyundai

- In my 1st month, I tied a 15-year veteran for most sales
- Salesman of the month for the next 2 months
- Prospected 50 leads daily through phone calls and social media
- Physically interacted with ~200 customers per month

Focusing on relationships and interacting with more customers than anyone else allowed me to excel with no prior experience.

Car Salesperson

Before this, my "About" section had 2 phrases that you probably would’ve considered to be boring platitudes.

But both came true 19 months later. 

One was, "Yesterday's dreams are today's realities." 

Being on the revenue team that helps take a SaaS start-up to IPO has been my dream since before I even knew what that meant. 

A few days after setting the above goal, the first step of that journey came to fruition: getting a B2B sales job where I could cut my teeth. 

(Fun fact: I got the job at LCP360 by giving my future ex-coworker an Uber.)

A year and a half later, I landed my dream gig at Lob. 

No, the IPO hasn't happened, but helping build this unicorn is pretty damn close. 🦄

The second one was, "Nothing excites me more than doing what's never been done before." 

My current role completely embodies this, but I'm not sure how much I can divulge regarding that, so I'll save you the reading time.

Honored and excited to be part of a company leading the digital transformation of direct mail, a process virtually untouched by software. 

There's a 50% chance that you've already experienced what we do.

1 in 2 US households have received mail generated through Lob's Print & Mail API. 

2022
110% to quota (147% of ramp quota)
#1 Mid Market AE
#1 for new logos 
#2 AE across all segments (MM, ENT, Strat)

'22 Q1 - ramp
'22 Q2 - 179% to quota
'22 Q3 - 63% to quota
'22 Q4 - 184% to quota

If you’re here, you’ve already built something valuable.

Now the question is: can it scale predictably in 2026?

Hi, I’m Harinie, founder of Leadle - a B2B GTM firm that’s helped over 500+ tech companies generate predictable, profitable pipeline without hiring large sales teams.

Here’s the reality most founders are facing: 

Revenue predictability is more volatile than ever.
And no, AI alone won’t fix it.

What works now is human strategy powered by smart systems. 

Predictable growth comes from:

→ Clean visibility across the funnel
→ Tight execution across teams
→ GTM workflows that remove friction instead of adding noise

That’s where we come in.

What we build: 

Allbound OS: a repeatable pipeline motion across LinkedIn, email, calling, and partners, built around ICP and triggers.

Fix Your CRM: fields, stages, reporting, and handoffs cleaned so pipeline numbers match reality.

Founder-on-Call: hands-on GTM partner for ICP, messaging, sequencing, and operating rhythm. 

The impact:

→ 100s of qualified meetings booked
→ 30%+ shorter sales cycles
→ Up to 20% profitability gains, without expanding headcount

If you want generic growth advice, we will not be a fit.

If you want a system your team can run without chaos: 

📅 Book your transformation → [https://www.leadlehq.com/contact]
🔗 Explore more → www.leadlehq.com

Harinie Sekaran

Humans will always trust the person they know over a dashboard they don’t fully understand.

80% of revenue reviews are strikingly similar: 

Someone pulls up a dashboard. Everyone nods.

Then the room goes: “What’s your sense from the field?”

People trust people more than dashboards.

Not because they have an issue with the data, but because most data doesn’t feel real to them.

↳ Surveys have shown that over 50% of executives still rely heavily on their gut or experience when making big decisions, even when they have dashboards and analytics available. 

↳ Many admit they consult data mainly to justify a call they’ve already made in their head.

↳ Separate research over the past few years has consistently found that a large portion of data inside organisations is never used at all, it lives in reports, but not in decisions.

So why does “what X said” beat a dashboard that took months to build?

👉Cognitive effort - It’s easier to listen to a person you trust than to interpret four graphs and a funnel you didn’t design.

👉Context - Dashboards show what happened, not why. A frontline manager can tell you the story behind it.

👉Psychological safety - If you go with the dashboard and it’s wrong, it feels like your mistake.

If you go with the senior person’s view, the risk feels shared.

The dashboards that do get used tend to have three things in common:

✅They answer simple, human questions:

“Where are we stuck right now?”
“What changed from last month to this month?”
“What can we trust for this quarter?”

✅They connect directly to lived reality:

“These 12 deals are at risk - here’s why.”
“This segment used to convert at 25%, now it’s 10% - here’s the moment it dipped.”

✅They reduce, not increase, mental load:

One page with clear labels. No vanity metrics just because they’re easy to chart.

Conversations shift from “Let’s look at the board” instead of “Let me tell you what I think.”

That’s why we build the way we do.

Not to replace gut, but to give it a clearer picture to work with.

Helping B2B SaaS Founders Fix Broken Pipelines with RevOps Systems | 500+ GTM engines scaled | Founder @ Leadle

If you ask three leaders in your company ‘What’s our pipeline right now?’ and get three answers, this post is for you. 

In the last 90 days, we’ve done pipeline audits for 23 SaaS companies in the $3M–$30M ARR range.

Every single one had some version of this:

CRO: “We’re sitting on ~$5.2M in pipeline.”
CFO’s model: “I’m seeing ~$4.8M.”
Head of Sales in Outreach: “It’s more like $6.1M.”

Same deals but three realities. 
Nobody was lying and yet, everyone was wrong.

In most cases, this is what happens: the single source of truth is a lie. 

🔴HubSpot has different numbers because marketing sync is delayed
🔴Outreach looks bigger because it counts everything in sequence as “pipeline”
🔴Gong looks smaller because it only sees active, engaged deals

RevOps ends up spending more time reconciling these stories than using them.

That’s the real integration tax:

Every new tool = ~5 extra hours/month of maintenance.
10 tools = ~50 hours/month. 

That’s more than a full work week spent cleaning pipeline instead of improving revenue. 

Here’s a quick sanity check:

Ask your CRO, CFO, and Head of Sales:
“What’s our current pipeline number?”

If you get three answers, call it what it is: a visibility gap.

And if those answers make you pause, the priority isn’t “more tools” or “more activity”.

It’s: 
→ Getting one clear, shared view of revenue everyone can use and trust.
→ Stages with enforced exit criteria, so movement reflects reality. 
→ A system that gives time back by removing manual chasing, reconciliation, and CRM cleanup as you scale.
→ A founder who stops being the bottleneck for clarity because the rules run inside the system, not inside people.

Do you agree?

Here’s a simple test: Ask Sales and Marketing to define a ‘good lead’. If you get two different answers, that’s where your revenue is leaking. 

Because “sales–marketing alignment” isn’t a value on the wall. It’s the difference between:

→ Busy dashboards vs real pipeline
→ More spend vs more revenue
→ Teams defending themselves vs teams solving together

Last month, we helped a client move to an Allbound motion that actually broke this loop.

Here’s what changed and what you can steal 👇

The outcome (in 90 days)
✅ 26% increase in qualified leads
✅ 43% shorter sales cycles
✅ 1.75x higher customer lifetime value

Same team, same market. Different way of working. 

What we did: 

We stopped treating sales and marketing as two functions and built one system:

1. Shared tools, shared view: 

Both teams looked at the same:
→ account list
→ activity history
→ pipeline view

No more “your numbers vs my numbers”.

2. Signals → Plays (for both teams)

Analytics + automated DMs weren’t just “marketing data”.

→ High-intent signals triggered both a marketing touch and a sales play
→ Sales knew why the lead was hot
→ Marketing knew what happened after the click

3. Sales in the content loop:
We pulled sales into content strategy:

→ What questions keep coming up on calls?
→ What objections slow deals down?
→ Which case studies actually get used?

Content started sounding like real conversations, not campaigns.

4. Real feedback loops, not blame loops

We set up a simple rhythm:

→ What leads converted best this month?
→ Which channels actually moved deals?
→ What did Sales hate in last month’s MQLs?

And then we changed things based on that. Every month. 

Alignment isn’t “we talk more”.

It’s structural:

→ Sales sees what marketing is doing and can engage with context
→ Marketing optimises for pipeline and revenue, not just MQL volume
→ Both teams work from one version of the truth

The companies that win won’t be the ones with “the best marketing” or “the best sales team”.

It’ll be the ones where both operate like a single revenue engine.

You can’t “effort” your way to a predictable pipeline.

If the system doesn’t enforce discipline, you’ll keep missing in the same boring places, no matter how good your team is.

I’ve worked with a team with 20+ sellers missing their number while staring at a “healthy pipeline” dashboard.

The missing piece wasn’t effort or ownership, but structural discipline.

  ↳ How your tools and process enforce even when everyone is tired, optimistic, or trying to save face before the Friday forecast call.

After a quick review, we identified three gaps that did the damage:

🟥First: deals didn’t have to prove momentum.
Late-stage opportunities sat there with no dated next step.
So “moving” and “parked” looked identical on the dashboard.

🟥Second: activity happened outside the system.
Calls were made. Emails went out. Notes lived in someone’s head or a Slack thread.

HubSpot had no idea.
If the system can’t see it, it can’t correct it.

🟥Third: slippage was allowed to masquerade as pipeline.
Close dates changed. Again and again.
Nothing forced a reset.

That’s usually the point where leadership starts saying: “We need better ownership. Stronger culture. More accountability.”

Culture is great, but it doesn’t catch invisible rot.

Systems do.

✅What we enforced

Late stage requires a dated next step.
Commit requires recent logged activity.
Close date changes require a reason, and repeated pushes trigger a reset.

We also cleaned up the basic hygiene so those rules could hold. 

Ownership couldn’t be vague. 
Fields couldn’t be optional. 
Logging couldn’t be “when someone remembers”.

✅Why this works:

While culture can set intent and ensure ownership across teams, 

Systems decide whether that intent survives bad weeks, optimism, and wishful thinking.

If this sounds familiar, what’s your team using today to keep pipeline “proof-based” inside HubSpot, and where does it still fall apart?

#revops #hubspot

79% of sales orgs miss their forecast by more than 10% (Forecastio)

At the same time, 70–90% of CRM data is incomplete, outdated or wrong. 

That’s not a coincidence. It’s cause and effect. 

We keep talking about “market uncertainty” and “longer cycles”, but a lot of forecast pain is much simpler:

Your inputs are a mess.

Things I see all the time:

❌Deals in the wrong stages because no one is sure what each stage actually means
❌Deal values showing the original proposal amount even after two scope changes
❌Close dates magically pushed forward month after month to stay on the report
❌Critical information scattered across spreadsheets, Notion docs, emails, and Slack
❌Deal risks living exclusively in your rep's head, not your system

Then the end of month hits, and we expect that pile of half-truths to turn into a reliable forecast.

So the forecast call turns into:

“This is in commit, but it’s soft.”
“This amount is wrong, we’re renegotiating.”
“I haven’t had time to update this yet, but it should close.”

That’s not forecasting.

And the fix isn’t a new AI layer or another forecasting tool.

It’s getting the operational stuff clear:

✅Clear stage definitions everyone actually follows
✅Guardrails for close dates and amounts (no endless pushing)
✅One single source of truth for deal notes and next steps
✅Simple rules like: “If it hasn’t moved in X days, it’s not commit”

Good forecasting is just good data hygiene repeated every week.

When your underlying data is clean, the meeting stops being a guessing game.

You’re not arguing with the CRM; you’re talking about risk, trade-offs and what to do next.

Companies with well-implemented CRM systems see sales forecasting accuracy improve by 42% on average. 

If your forecast meetings feel like a debate instead of a decision, odds are the market isn’t the main problem.

Your maintenance is.

#CRM #revops #CRMmaintenance #forecasting

The most common leak I’ve noticed in clients in the $5–10M range is this:

Nobody owns the next step.

Leads come in, replies are sent, intros get made.

And then… things sit.

🟥Sales thinks marketing will qualify.
🟥Marketing thinks sales will follow up.
🟥Founders blissfully assume the system will handle it.

There is no system. Just good intentions and Slack pings.

But look at this from the buyer’s side: 

They raised their hand.
They replied.
They made TIME.

Then silence. Or a delayed, generic message that reads like it was written by an automated dialer from 2016.

What’s even more alarming is that the impact doesn’t show up with a loud thud: 

🟥Just slightly lower meeting rates.
🟥Slightly longer cycles.
🟥More “not now”s than before. 

On the discovery call, founders tell me, “We’re doing okay.”

And they are. Until they realise how much pipeline depends on someone remembering to do the right thing at the right time.

That’s the leak.

Not leads or channels.
Or a lack of effort.

It’s ownership.

When no one owns the next step, momentum dies and nobody can point to the exact moment it happened.

Once you see this, you can’t unsee it.

taplio

The Battle

Keenan Yoseph

Harinie Sekaran

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The Battle

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Harinie Sekaran

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Engagements

Likes

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);}Harinie Sekaran's LinkedIn Performance

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