Jeff Ignacio

🧵 (5/5) Real example: client at $45M still using their Series A qualification framework. Conversion rates dropped 40%. Their ICP had shifted, but their process hadn't. Go forth and operate 👋

🧵 (4/5) Your GTM motion must be repeatable. AEs can't rely on the founder closing enterprise deals. You need documented plays that work whether or not your best seller is on the call.

The playbook that got you to $10M will hold you back at $50M. I see this every quarter. The systems that drove your initial growth become the bottleneck. 🧵

🧵 (9/9) Traditional RFM asks "what has this customer done for us" Enterprise RFM asks "how healthy is this relationship and where is it heading" That directional shift makes scoring predictive instead of descriptive

🧵 (8/9) The segments that matter most: High R, High F, Low M = engaged but underleveraged. Your expansion pipeline. Low R, Any F, High M = big accounts going quiet. Most dangerous segment in your book. CS teams need automated alerts here.

RFM scoring outperforms ML models in a lot of B2B motions. But it completely breaks in enterprise selling. Here's how to fix it 🧵

🧵 (6/6) So, what's stopping you from calculating wallet share for your top 20 accounts this week Go forth and operate 👋

🧵 (5/6) The only thing separating them is knowing the number before you walk in. The companies that do this well don't have better software. They made a decision about what information matters and built the discipline of keeping it current

Most RevOps teams know their ARR to the dollar. Almost none know what % of each customer's available spend they're actually capturing. That gap has a name: wallet share And the math changes completely based on your pricing model 🧵