# Adam Jay

Adam Jay is a co-founder of Revenue Reimagined, where he helps B2B companies diagnose and improve their go-to-market systems. His posts describe work that connects sales, marketing, hiring, customer retention, and revenue operations, then sets priorities before recommending a hire or fractional executive.

- Profile: https://b2binfluencer.marketing/creators/adam-jay/
- LinkedIn: https://www.linkedin.com/in/adambjay
- LinkedIn followers: 31,489
- Median of last 9 posts: 21 reactions, 16 comments (checked 2026-11-02)
- Topics: leadership, sales, revenue-operations
- Based on 8 dated posts, latest 2026-10-08

## Summary

Adam Jay is most useful for diagnosing linked B2B go-to-market problems and setting priorities before hiring or reorganizing.

- Best for: B2B SaaS company at roughly $10M+ ARR seeking fractional GTM operating partner.
- Not for: A vendor seeking sponsored posts, affiliate placement, or a creator rate card.
- Check first: Confirm pricing, deliverables, turnaround, and audience demographics before committing budget.

### Takeaways

- A hiring plan for 26 sellers outpaced a pipeline that could support about 12.
- Six SDRs booking one or two qualified meetings weekly had two competing CRMs and unreliable data.
- Churn is decided upstream, before customer success, through target choice, sales promises, and compensation.

## Main ideas

- **Diagnose before you prescribe, and sell the diagnosis first**: Adam Jay's most repeated argument is that companies often buy fractional revenue leadership before they know what is broken. The order matters: diagnose, prescribe, implement, repeat. Revenue Reimagined now starts every engagement with a fixed-price GTM Growth Plan, then prescribes after evidence is reviewed and aligned. Adam Jay describes the plan as an audit renamed because, in Adam Jay's words, the only people who should be auditing you are the IRS.
- **Sales hiring is a pipeline math problem, not a headcount decision**: Adam Jay tests hiring plans against the demand engine. If the pipeline cannot feed the seats, adding reps or a sales leader makes the problem more expensive. The missing piece is usually an operating conversation across finance, sales, and recruiting about demand generation, manager capacity, onboarding, and the sales cycle.
- **Churn is decided upstream, before customer success gets involved**: Adam Jay argues churn is decided long before the customer success team touches an account: by whom you sell to, what gets promised in the sale, and whether anyone is paid to care after the contract is signed. If a churn plan starts and ends with CS, you are asking the last people to touch the customer to clean up a promise someone else made.
- **A diagnosis should carry a score and a signature**: Adam Jay treats the GTM Growth Plan readout as the moment a leadership team hears its own data with nothing softened. A score makes the problem concrete and comparable. Once the team agrees, Adam Jay says the name is on every finding and owes the work to move each one.
- **Promote from inside when the evidence supports it, and watch what external hires signal**: Adam Jay says they have hired more than 450 salespeople and promoted 36, and the promotions taught the most. A hire arrives with a resume and a story, and salespeople are usually good at selling themselves. A promotion answers a harder question: can this person handle a job they have never held. Adam Jay watches how fast someone learns, what they do with feedback, and whether the people around them get better. Every leadership seat filled from outside tells the team what development really means at that company.
- **Revenue Reimagined exists to catch problems before the damage is done**: Adam Jay traces Revenue Reimagined's founding to a pattern of joining companies that looked healthy and were not. The priority is to show up before the damage is done: diagnose what is broken in the revenue system, then rebuild it.

## Work to read

- [Why Revenue Reimagined exists: a Figma demo for vaporware](https://www.linkedin.com/posts/adambjay_the-ceo-told-me-to-lie-to-the-prospect-and-activity-7520481031804645376-8mBy)
- [The operating sequence: diagnose, prescribe, implement, repeat](https://www.linkedin.com/posts/adambjay_repeat-after-me-a-fractional-cro-wont-activity-7522334605400694784-q8sB)
- [A GTM Growth Plan readout: scoring the revenue system 1.3 out of 4](https://www.linkedin.com/posts/adambjay_i-told-an-executive-team-yesterday-that-their-activity-7519807377752104961-TCML)
- [Saying no to a fractional CRO seat](https://www.linkedin.com/posts/adambjay_last-week-a-ceo-asked-me-to-be-his-fractional-activity-7519414171248291841-cdfL)
- [Telling an executive team not to hire a sales leader](https://www.linkedin.com/posts/adambjay_yesterday-i-told-an-executive-team-not-to-activity-7521565998345265153-CKYT)
- [A hiring plan twelve reps ahead of the pipeline](https://www.linkedin.com/posts/adambjay_the-ceos-hiring-plan-was-twelve-reps-ahead-activity-7510688889913647105-8XPv)
- [Six SDRs booking one or two meetings a week combined](https://www.linkedin.com/posts/adambjay_six-sdrs-at-a-new-client-were-booking-one-activity-7521177480917868544-m_TJ)
- [Churn and NPS: from 17 to 48 by starting upstream](https://www.linkedin.com/posts/adambjay_customers-were-scoring-our-client-a-17-on-activity-7523000138559324160-Ed5E)
- [What 450 sales hires taught about promotion](https://www.linkedin.com/posts/adambjay_ive-hired-more-than-450-salespeople-the-activity-7513944600391233537-y4_a)
- [The coach who exposed a gap in Revenue Reimagined's own offer](https://www.linkedin.com/posts/adambjay_ive-been-operating-wrong-for-longer-than-activity-7521915435936657409-wkit)

## Brand relationships

- **Revenue Reimagined** (owned_business)
- **Kate DiLeo** (disclosed_partnership)
- **GTM Uncensored** (mention)

## Partnerships

Adam Jay's reviewed posts describe paid client work rather than sponsored or creator-partnership formats: no sponsored posts, brand collaborations, affiliate arrangements, or media-kit terms appear in the material reviewed. The commercial route his posts actually show runs through Revenue Reimagined, the firm he co-founded with Dale, and it starts with a fixed-price GTM Growth Plan. He has said every engagement now begins there, with the prescription written only after the evidence is reviewed and the plan is agreed, rather than a client buying a fractional executive seat up front. A fractional CRO or operating-partner seat is one possible outcome of that diagnosis, and his posts show him turning one down when the underlying system could not support it, so a buyer should not assume a retained seat is what he will propose. He also describes follow-on work such as GTM Sprints after a readout, and states that he puts his name on each finding and owes the client the work to move it. No pricing, deliverable list, turnaround time, or official inquiry page for any of this was included in the reviewed material, so a brand planning around him needs those details directly from him or Revenue Reimagined before committing budget.

## Alternatives

- Tabitha Cavanagh: Choose Tabitha Cavanagh when the bottleneck is leadership capability rather than demand. The two reviewed posts are both about how people end up running sales teams without being prepared for it. One describes the two common paths into sales leadership — a strong seller promoted without training in coaching, motivating, or holding a team accountable, or a leader hired in who has never carried a quota — and says neither path on its own prepares someone to lead. The other argues that most sales leadership resumes restate the job description instead of showing what measurably changed, and lists the benchmarks that would: quota attainment, forecast accuracy, sales cycle length, average deal size, and whether first-time managers became successful leaders. If the brief is to build a leadership development path, or to judge candidates for a sales leadership seat on demonstrated results, that is the subject she covers.
- Aaron "Big Country" McCann: Choose Aaron McCann when the hiring decision is already made and the task is filling sales seats. Both reviewed posts are about recruiting as a practice: one compares recruiting in 2026 to online dating, where candidates with many options go quiet for two weeks and hiring managers return from holiday asking why the seat is still open; the other argues that running several agencies on one search produces a poor candidate experience, cheapens the talent brand, and encourages early-career recruiters to leave. If the brief is sourcing and placing salespeople in a competitive market, or fixing how a search is run, that is the ground covered.
- Grace Woods: Choose Grace Woods when the company is building a talent acquisition function inside a scaling SaaS business. The January 2025 post sets out a start-from-scratch sequence: build the hiring strategy so its quarterly targets link to the annual ones, define the candidate experience (clear feedback, fast response, transparency), track quality of hire, time to fill, and cost per hire, train interviewers because interviewing is a skill rather than a natural ability, and mine the prior year's recruitment data for patterns. The second post reframes hiring as fuelling growth rather than filling gaps, and warns that job descriptions written around an ideal candidate, short-term hiring thinking, and teams left out of the process all create expensive problems later.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/