PeakSpan PEC Roundtable: Insights from Top Sales Leaders on Sales Methodology, and More!

In the fast-paced world of B2B scaleups, building a repeatable sales function can have a game-changing impact on your company’s trajectory if achieved early. That said, it is often one of the more allusive building blocks at growth-stage a software company.

Recently, we had the privilege of moderating a conversation with some of the most accomplished sales leaders in the industry. Our discussion centered on sales methodologies — what works, what doesn’t, and how growth-stage companies can implement a structured sales process without stifling their agility. While we set off to discuss sales methodologies, the insights spanned far beyond choosing a framework. Our panelists included the likes of:

1. Pete Daffern — Former President, NetSuite

2. Herb Cunitz — Former President, Hortonworks

3. Mark Woodhams — Global Sales Leader, Blackline

4. Matija Karaula — Current Chief Sales Officer, Lead Forensics

5. Rich Mason — Former GM MySQL, Oracle

The session was action packed with loads of helpful perspectives and tangible tips. Here are the key takeaways. Enjoy!

The Importance of a Unified Sales Methodology

One of the strongest points of consensus in our discussion was the necessity of adopting a single sales methodology across the organization. As companies grow, a “common language” becomes critical to scaling effectively. While there are many methodologies to choose from — MEDDIC, MEDDPICC, SPIN, TAS, and Challenger, among others — the most important thing is to just pick one (!) and ensure the entire organization is trained on it.

Before moving forward, see below for some definitions of MEDDIC and MEDDPICC in case helpful.

We did some light data gathering and found that MEDDIC and MEDDPICC are the most commonly used methodology among sales leaders, accounting for nearly 50% of all methods used. The findings also highlight that earlier-stage companies use custom processes, with nearly half of companies under $5M in revenue relying on an internal framework (not totally surprising or unwarranted according to our panelists). However, as companies grow, the need for standardization becomes evident.

When Should a Company Implement a Sales Methodology?

For companies in the early stages — sub $5M ARR — our panelists agreed that implementing a rigid methodology too soon can be counterproductive. At this stage, founders and early sales reps are still refining product-market fit, experimenting with messaging, and identifying the ideal customer profile (ICP). The focus should be on closing deals, iterating quickly, and gathering feedback rather than enforcing a strict sales structure.

Once a founding team can establish sales repeatability, that is typically a good indicator that it is time to adopt a sales methodology. ”Repeatability” would imply the scaleup knows its ICP and has two or more reps that can reliably sell the product to solve a specific use case for a specific price point to an ICP prospect. This repeatability typically happens in the $5M to $10M ARR range.

At this stage — repeatability, forecasting, and efficiency become the difference between stagnation and scale. A lack of structure at this stage leads to inconsistent forecasts, missed revenue targets, and inefficient sales motions. As one leader put it: “You need to pick a methodology not just to close deals, but to forecast accurately and create discipline across the team.”

Forecasting Accuracy and Sales Leadership

Accurate sales forecasting is one of the biggest challenges for scaling companies, and our discussion underscored that a sales methodology alone isn’t enough — it must be reinforced with proper training and a culture of accountability. Several leaders emphasized the importance of:

• Commitment to Forecasting Discipline: Sales leaders at scale must instill a culture where “commit” truly means commit. If reps put a deal in the forecast, they need to take full ownership of its outcome.
• First-line Sales Management Training: Many companies underinvest in training first-line managers, leading to inconsistencies in how deals are evaluated and forecasted.
• Using Technology for Transparency: Tools like Clari and Gong can help ensure reps are following the process and uncover trends that would otherwise be invisible. One leader noted that conversational intelligence tools can predict deal success based on how early competitors are mentioned in sales conversations.

The Role of the CEO and Early Sales Leaders

While talking thought sales methodology and forecasting, we stumbled into a spirited discussion around hiring sales leaders (author’s note: hiring sales leaders = mission impossible. Is Tom Cruise available to do recruiting for our portfolio? Ahh!)

A common pitfall for growth-stage companies is hiring a VP of Sales too early and expecting them to “figure it out.” Several panelists stressed that at least until $20M in revenue, the CEO remains the de facto head of sales. Early sales leaders should be deeply involved in defining ICP, shaping messaging, and ensuring early reps have the resources they need to succeed. This is not to say CEOs should be in the trenches selling, but when it comes to deciding on sales strategy, they absolutely cannot hand over the keys too early. It’s too important to the livelihood of the company.

Another common pitfall  Hiring too senior of a sales leader too early — especially one used to a well-oiled enterprise sales machine with late stage company resources. This can backfire if they lack experience in building a sales motion from scratch, or need too many supporting resources that are not in budget. As one executive put it, “Many CEOs hand off sales too early, only to find themselves replacing that VP of Sales within a year.”

Ideal Customer Profile (ICP) and Focus

Maybe the biggest scale-up misstep of all  failing to define and stick to their Ideal Customer Profile (ICP). Our discussion emphasized that a lack of focus is often the silent killer of growth. Early-stage sales teams are frequently tempted to chase every opportunity, regardless of fit, leading to high churn and wasted resources.

A great example came from Lead Forensics, where the sales team initially sold to businesses of all sizes and industries. After analyzing customer data, they found that companies with fewer than three salespeople and under 10 employees had drastically lower renewal rates. By focusing only on larger, more sales-driven organizations, they saw significant improvements in gross revenue retention (GRR) and long-term customer success.

Choosing the Right Methodology for Your Company

While every organization is unique, our panelists offered the following general guidance:

• For Mid-Market / Enterprise Sales ($50K to 100K+ ACV): a framework like MEDDPICC is often the best fit due to its focus on economic buyers, pain identification, and structured deal progression. Plus the majority of enterprise salespeople understand it. TAS (Target Account Selling) or Solution Selling works as well when dealing with multiple stakeholders in a consultative environment.
• For SMB / Lower Mid-Market: a framework like SPIN Selling or lighter-weight methodologies like Challengercan be effective for fast-moving transactional sales motions.

Regardless of the methodology chosen, the key takeaway remains: pick one, commit to it, and ensure every rep and manager is aligned.

Final Thoughts

Scaling a sales team isn’t just about closing more deals — it’s about building a repeatable, predictable, and efficientrevenue engine. Adopting a unified sales methodology is a crucial step in that journey, but it’s just one piece of the puzzle. Companies must also invest in training, enforce discipline in forecasting, and ensure that their sales strategy aligns with their ideal customer profile. For founders and sales leaders at growth-stage companies, the message is clear: focus, structure, and discipline will set you apart.

Appendix A: TAS, SPIN and Challenger Sales Methodologies Summaries

SPIN Selling is a consultative sales approach focused on asking the right questions to uncover customer needs. It follows a structured questioning framework:

• S — Situation: Understand the customer’s current state
• P — Problem: Identify their pain points
• I — Implication: Highlight the consequences of not solving the problem
• N — Need-Payoff: Position your solution as the key to solving their issue

SPIN Selling is widely used for complex B2B sales where deep discovery and problem-solving are required.

TAS (Target Account Selling) is a methodology focused on strategic account-based sales. It involves:

• Identifying key decision-makers and stakeholders
• Mapping out the buying process and criteria
• Aligning sales strategies with customer priorities and pain points
• Developing a multi-touch, multi-channel engagement plan

TAS is particularly useful for enterprise sales, where deals involve multiple stakeholders and long sales cycles.

The Challenger Sales model argues that the most successful sales reps don’t just build relationships — they challengeprospects with new insights and guide them toward a solution. The methodology involves:

• Teaching prospects something new about their business
• Tailoring the message to their industry and pain points
• Taking control of the sales conversation by leading with insights

The Challenger approach is especially effective in complex, competitive sales environments where differentiation is key.

Each of these methodologies has its strengths, and many sales organizations blend elements from all three to create a tailored approach that fits their sales process.