Chantel Elliott works on business growth through sales and marketing training, strategy, and hands-on advice. The posts describe helping teams align sales, marketing, and customer success, and adapting training to a company’s needs.
Chantel Elliott is most useful for sales and marketing training, strategy, and team alignment around growth challenges.
Best for
A B2B sales-training brand or campaign on sales and marketing alignment.
Not for
Paid-media analytics or performance marketing campaigns, since paid-media expertise is not shown.
Key takeaways
Sales and marketing stall from unclear priorities, not weak effort.
Training is delivered as a custom engagement, adjusted in real time.
Third-party labour data makes the case that the skills gap is real.
Check first: Confirm co-branded webinar format, deliverables, pricing, eligibility, and partnership inquiry route.
Main ideas
Sales and marketing stall from unclear priorities, not weak effort · Training is delivered as a custom engagement, adjusted in real time · Third-party labour data makes the case that the skills gap is real
Chantel Elliott’s posts focus on helping businesses tackle growth challenges through sales and marketing training, strategy, and practical advice.
They describe working across sales, marketing, and customer success, including a customized training program for Virtual Gurus and a growth-marketing training initiative with InceptionU.
Elliott connects broad growth problems to practical learning for teams.
In a post about sales and marketing, they name issues such as stalled deals, misaligned teams, and uncertainty about what is working, then describe a mix of training, advisory, and strategy support.
The Virtual Gurus example shows what that can look like in practice: hands-on activities tailored to the company’s needs, with the program adjusted as those needs shifted.
They also link workforce demand to training, citing compensation-trend findings to explain a growth-marketing program developed with InceptionU.
Together, these examples show their focus: identify a business or skills gap, then shape a practical response around the people who need to address it.
Chantel Elliott treats stalled business growth as a systems problem: sales, marketing, and customer success working from different priorities, no clear read on what is working, and teams waiting for a polished asset before testing the market.
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The posts answer that diagnosis with customized training programs paired with hands-on advisory sessions, reshaped as a client's needs change. A separate thread uses third-party labour-market data to argue that growth-marketing skills are scarce and that training pipelines are the supply-side response.
Sales and marketing stall from unclear priorities, not weak effort
In a post about a podcast conversation with host Peter Beaudoin, Chantel Elliott lists what “we see companies struggle with”: revenue plateaus and stalled deals; misaligned sales, marketing, and customer success teams; difficulty seeing what works and what doesn’t; teams waiting for the perfectly polished pitch or marketing asset; founders trying to step away from day-to-day selling; and overwhelm that blurs where to focus.
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Most of these symptoms point to coordination and feedback. Elliott argues that the fix starts with alignment and clear priorities, not another tactic.
The six-item problem list in a post about the Leaders, Innovators and Big Ideas Podcast, following the note that selling “doesn't always come naturally to founders or their teams.”
Training is delivered as a custom engagement, adjusted in real time
Across two posts, Elliott describes “private training programs, supported by hands-on advisory & strategy sessions” as a blend of training, consulting, and direct feedback—not a fixed course.
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The Virtual Gurus program was built around the client's needs and delivered to its sales, marketing, and customer-success teams together.
The teams worked through hands-on activities they could implement immediately, and the program adapted in real time as the client's needs shifted.
The approach brings all three functions together to tackle the client's actual problems and redraws the plan when circumstances change.
The Virtual Gurus custom program, framed around hands-on activities and real-time adaptation, with a link to a longer client write-up.
Third-party labour data makes the case that the skills gap is real
Reporting from a TAP Network presentation during a Calgary innovation week, Elliott uses external compensation data to make the case for training.
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Demand-generation manager (growth marketing) and marketing communications entry roles ranked third and fourth among the top ten “hot jobs” for Canadian tech; the post describes them as roles with the highest compensation growth and high demand across Canada.
Elliott links that finding to 321 Growth Academy's OnRamp training program, run with InceptionU Ltd, to train future growth marketers.
The post cites a study, identifies the scarce roles, then positions training as the response—in this case, within a local tech-community setting, with Platform Calgary hosting the week.
The ranking of two marketing roles among the top ten and the OnRamp program with InceptionU, presented as the reason for the training.
A post shows agency-side execution capability being built
A hiring post seeks a Paid Media Strategist for Tiller Digital's growing team, covering strategy and planning, client guidance, campaign execution, and optimization.
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It asks readers to refer candidates, apply, or message with questions.
Alongside the training-and-advisory posts, it shows a different operating context: agency execution rather than a program delivered to a client's team.
The posts have no dates, so their sequence is unclear; ask for dates if that distinction matters.
The Paid Media Strategist role at Tiller Digital and the call for referrals and questions.
This is the clearest statement of the problems Chantel Elliott works on.
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The post lists six challenges a training or advisory engagement could address before inviting readers to listen.
Chantel Elliott discusses what stalls sales and marketing teams on the Leaders, Innovators and Big Ideas Podcast with Peter Beaudoin.
The problems are concrete: revenue plateaus and stalled deals; misalignment among sales, marketing, and customer-success teams; difficulty identifying what is and isn’t working; teams waiting for a polished pitch or asset before going to market; founders who want to step away from day-to-day selling; and overwhelm caused by unclear priorities.
The post also describes a format being tested this year: private training programs paired with hands-on advisory and strategy sessions, combining training, consulting, and direct feedback.
For brands planning a campaign
For a sales-training company planning a co-branded webinar on sales and marketing alignment, this list offers a ready-made agenda: each of the six problems can anchor a segment, with alignment and clarity at the session’s core. The proposed format—training paired with advisory—lends itself to a multi-part program or working session rather than a one-off lecture.
This is the example of delivered client work: it shows how a program was shaped, who participated, and what changed along the way.
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Chantel Elliott writes about designing and delivering a customized training program for Virtual Gurus, a company they say they are both a fan of and a customer of.
Built around the company’s needs, the program served its sales, marketing, and customer-success teams.
Participants worked through hands-on activities they could use immediately, and the program adapted in real time as the client’s needs shifted.
The post links to a longer write-up on a company blog.
For brands planning a campaign
This offers a proof-of-delivery reference: a partner campaign can point to the program as evidence that training is tailored to each client. For a webinar brief, the real-time adaptation supports a working session rather than a fixed deck, while the three-team scope fits an alignment theme.
This shows how Chantel Elliott uses outside data to make the case for a skills gap and names the training pipeline set up in response.
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Start here for the market-data perspective rather than the coaching side.
Reporting on a TAP Network presentation about compensation trends in Canada's tech sector during an innovation week in Calgary, the post notes that demand-generation manager (growth marketing) and marketing communications entry roles ranked third and fourth among the top ten fastest-growing, in-demand tech jobs. It connects that finding to 321 Growth Academy's work with InceptionU Ltd on the OnRamp training program for future growth marketers, and thanks Platform Calgary for hosting the week.
For brands planning a campaign
A partner content campaign can follow this structure: lead with third-party labour data, then position training as the response. The post identifies early-career growth marketers as a potential audience for a co-branded webinar on sales and marketing alignment, and situates the work in Calgary’s tech community for local partnership promotion.
Short and transactional, this is the only post that names a current company and spells out the work the team is hiring for.
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It provides operating context for the training posts.
Chantel Elliott is recruiting a Paid Media Strategist for a growing team at Tiller Digital.
The role covers strategy and planning, client guidance, campaign execution, and optimization.
The post invites readers to share it with their networks, apply, refer someone, or send a direct message with questions.
For brands planning a campaign
This post signals that paid media work sits within the organisation. For a campaign involving paid media or agency-side delivery, it shows the capability is being built in-house; otherwise, it mainly documents team growth.
Align sales, marketing, and customer success around growth
In a post about a podcast conversation, Chantel Elliott describes problems including stalled deals, revenue plateaus, unclear measures of what is working, and teams waiting too long to take work to market.
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The post presents alignment and clearer priorities as practical growth challenges.
The post lists recognizable business problems, then presents private training, advisory, and strategy sessions as a response.
For brands planning a campaign
A sales-training partner could explore a co-branded webinar on sales and marketing alignment, grounded in concrete symptoms such as stalled deals and unclear priorities. Ask for audience-demand and webinar-performance data before committing.
A post about a program for Virtual Gurus says the training was customized for sales, marketing, and customer success teams.
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It highlights hands-on activities, immediate implementation, and adapting the program as client needs shifted.
The example emphasizes practical exercises and real-time adjustment rather than a fixed curriculum.
For brands planning a campaign
A partner campaign could turn sales-and-marketing alignment concepts into practical team exercises. Ask for measured results and more detail about the client program before claiming a specific business impact.
Connect growth-marketing skills to workforce demand
A post discussing a compensation-trends presentation says demand-generation manager and marketing communications roles ranked among Canada’s top ten technology “hot jobs” in that study.
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It connects this observation to 321 Growth Academy’s OnRamp training program, delivered in partnership with InceptionU.
The post uses a cited workforce-study finding to explain the relevance of training future growth marketers.
For brands planning a campaign
This subject may suit a campaign aimed at training providers, employers, or people entering growth marketing. It is less directly aligned with a sales-and-marketing alignment webinar unless the webinar also covers team skills and hiring needs.
A hiring post for Tiller Digital seeks a Paid Media Strategist and describes the role as spanning strategy, planning, client guidance, campaign execution, and optimization.
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The post is a direct recruitment appeal with a request for referrals, applications, or questions.
The post announces a Paid Media Strategist opening at Tiller Digital and asks readers for referrals, applications, or questions.
For brands planning a campaign
This hiring-related communication format could inform a recruitment-focused collaboration, but a sales-training campaign would need a clearer link to sales skills.
Chantel Elliott's four LinkedIn posts name a small set of organizations that frame their work: 321 Growth Academy, the training business whose OnRamp program their posts describe as 'our'; Tiller Digital, where they post a hiring call for 'our growing crew'; Virtual Gurus, a client for a custom sales, marketing, and customer-success training program; InceptionU Ltd, named as 321 Growth Academy's partner on the OnRamp training program; and the Leaders, Innovators and Big Ideas Podcast, where they appeared as a guest.
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No sponsorship, affiliate, or investment relationship appears in these posts, and no post dates are stated.
321 Growth Academy
Employment
Elliott writes about the academy's growth-marketing training, referring to 'our OnRamp training program' and placing them inside the business that runs it.
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The post describes work with InceptionU Ltd to train future growth marketers.
Elliott posts a hiring call for a Paid Media Strategist, saying 'I'm hiring another team member' and 'our growing crew at Tiller Digital', placing them inside the company and recruiting for it.
Elliott describes delivering a customized training program for Virtual Gurus covering its sales, marketing, and customer-success teams, and links to a case-study writeup.
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Their team are also customers of Virtual Gurus.
Original disclosure
We're big fans (and customers) of Virtual Gurus, so we were super excited to deliver a customized training program for their team.
Chantel Elliott focuses on one problem: teams stall because sales, marketing, and customer success work from different priorities, and nobody can tell what is working.
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The podcast post offers an easy entry point: a six-item list names the symptoms — stalled deals, revenue plateaus, teams waiting for a polished asset before going to market, and founders who want out of day-to-day selling.
The Virtual Gurus write-up shows the response in practice: a training programme built around one client's needs, delivered to three teams together, and adjusted while it ran.
The compensation-survey post takes the argument to the labour market, using a third-party study to say growth-marketing skills are scarce and training pipelines are the supply-side answer.
A hiring post for a paid media strategist shows a different operating context — staffing an agency team rather than advising someone else's.
Together, the four posts make the through-line clear: alignment and skills, not tactics.
The creators below approach the same commercial-team audience through win-loss research, customer-success talent, and recruiting.
Varner works the same seam between customer feedback and go-to-market.
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Varner argues that win-loss, churn, and CSAT analysis only counts when it leads to action, and highlights the Win-Loss Week 2025 sessions where practitioners explain how they did it — comparable in shape to Elliott's podcast conversation and problem-list posts aimed at commercial teams. Both also write about hiring to build that capability.
Varner sits on the research-and-analysis side, building programmes that convert lost-deal and customer feedback into decisions.
Elliott works on the training-and-advisory side, aligning the three commercial functions and building their skills.
Their hiring posts match that split: Varner is looking for a programme manager who helps companies act on feedback, while Elliott is recruiting a paid media strategist to run campaigns.
Garg covers the same commercial-team audience from the talent side: customer success roles, how teams are being rebuilt as AI changes the work, compensation and negotiation, and a co-authored book on customer-success talent.
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Both treat hiring and skills as constraints on growth, and write in the first person about events and community.
Garg's centre of gravity is recruiting and career progression inside customer success — what is negotiable beyond base salary, how roles are evolving, and why applicant experience in ATS platforms should change. Elliott focuses on the operating problem of getting sales, marketing, and customer success onto one plan, with custom training and advisory sessions as the fix.
Volkova treats hiring as a systemic problem rather than a personal one, and both creators use a concrete case to argue a wider point: Volkova contrasts Upwork's visible application numbers with the silence of Workday, Greenhouse, and iCIMS, while Elliott uses a compensation study to argue that growth-marketing skills are scarce.
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Both also post open roles for growth work.
Volkova is building referral-based hiring and argues for candidate experience and transparency in the hiring process.
Elliott focuses on the growth the team produces, not how people arrive on it.
Volkova's growth role is an early-stage, equity-and-commission post; Elliott's is an agency campaign role.
Chantel Elliott’s posts make them a relevant topic match for a co-branded webinar on sales and marketing alignment: they describe teams struggling with stalled deals, unclear priorities, and coordination across sales, marketing, and customer success, and discuss training paired with hands-on strategy and advice.
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For a professional B2B campaign, request recent LinkedIn audience analytics for geography, age, and gender, plus documented audience survey results on roles, industries, or seniority.
No public partnership or sponsorship formats are documented in the available posts.
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Chantel Elliott describes customized sales and marketing training for client teams, a training partnership with InceptionU, and private training programs with advisory support. Before pursuing a co-branded webinar, ask about the format, operational requirements, deliverables, pricing, eligibility, and partnership inquiry route; none are published.
The posts suggest a promising subject fit. Ask Chantel to confirm whether they offer co-branded webinars.
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Brief
A B2B sales-training company wants a co-branded webinar on sales and marketing alignment.
Reasons
In a podcast-related post about sales and marketing challenges, Chantel lists concrete problems teams face: stalled deals, misalignment across sales, marketing and customer success, unclear measurement, slow launches, founders stuck in day-to-day selling, and scattered priorities. Those give a webinar a useful, specific agenda.
A post about training for Virtual Gurus describes hands-on activities for sales, marketing and customer success teams, with the program adapted as needs changed. That supports a practical working-session angle rather than a lecture-only format.
A post discussing Canadian tech compensation trends connects labour-market data to training for future growth marketers. A partner could use a similar data-to-training structure, provided it brings suitable evidence of its own.
When to choose a specialist
The posts don’t demonstrate Chantel’s paid-media expertise or published content in that area. Ask for relevant work and results before considering a campaign.
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Brief
A paid-media analytics platform wants a creator-led campaign about scaling performance marketing and optimizing paid campaigns.
Reasons
The paid media strategist hiring post describes a role covering strategy, planning, client guidance, execution and optimization. Ask Chantel for evidence of their own paid-media expertise, results or published perspective before building a campaign around it.
The other posts focus on sales and marketing challenges, team training and tech labour-market data. They provide a stronger basis for a campaign about team growth and alignment than paid-media optimization.
A worked campaign example
Assets
A landing page outlining the agenda, a registration question asking which challenge attendees face, and a follow-up worksheet with a worked example and a blank version.
Format
A hypothetical 45-minute co-branded webinar: 30 minutes on common growth and alignment problems, 10 minutes for attendees to map one stalled deal or handoff, and 5 minutes to identify a next step.
Next step handoff
Before developing the concept, agree on the audience, each partner’s contribution, a substantiated example the training company can share, and the intended attendee next step. Confirm permission before using details of the Virtual Gurus program publicly.
Roles
The training company could bring its curriculum, a relevant proof point and a follow-up exercise. Chantel could contribute the team challenges and training examples described in the podcast-related post and Virtual Gurus post.
Segment map
Open with stalled deals and revenue plateaus, then ask attendees where deals tend to slow down.
Use the Virtual Gurus training example to discuss coordinating sales, marketing and customer success around practical activities.
Discuss how teams identify what is working, using the compensation-trends post as an example of bringing external data into a training argument—not as evidence about sales performance.
Have attendees examine whether waiting for a polished pitch or asset is delaying a market test.
Close with the challenges of founder-led selling and unclear priorities, then invite the training partner to explain its own approach.
A better choice when the co-branded webinar targets customer success and talent leaders rather than sales teams.
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Garg's posts describe New York Success Week sessions on how companies are hiring, who they hire for, how teams are being rebuilt and which skills are newly in demand.
They also cover a virtual session on compensation, negotiation and career progression tied to The Customer Success Talent Playbook.
A training company whose buyer works in customer success hiring and career progression would find a closer subject match than in a sales-and-marketing alignment agenda.
The posts do not cover sales and marketing alignment, stalled deals, unclear measurement or slow market testing.
For a webinar teaching sales teams, the training partner would carry almost all the sales and marketing content.
Garg's posts focus on event promotion, a book anniversary and hiring, not a tested method for teaching sales teams.
A better choice when the partner wants to build the session on customer evidence and win-loss research rather than alignment training.
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Varner's posts describe Win-Loss Week sessions with practitioners at several companies who turn win-loss, churn and CSAT feedback into action.
They also describe a Program Manager role helping companies act on customer feedback.
A training company that sells voice-of-customer research alongside training would find a research-to-action angle here that Chantel's posts do not supply.
The material centres on win-loss analysis and customer feedback programmes, not sales and marketing alignment. Chantel's posts support a specific agenda, from stalled deals to cross-functional handoffs, but the partner would have to supply those topics, shifting the co-branded balance toward the training company.
A better choice when the campaign focuses on hiring and talent pipelines rather than training existing sales teams.
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Volkova's posts argue that applicant tracking systems serve recruiters more than candidates, cite Upwork's transparency about applications as a contrast, and recruit a Head of Growth for a referral hiring platform. A partner targeting talent acquisition leaders or selling recruiting products alongside training would get a closer fit.
The posts address candidate experience and recruitment growth, not sales and marketing alignment or sales skills. For a webinar on sales and marketing alignment, a sales-training partner would carry nearly all the sales content, and the session would naturally become a recruiting conversation rather than a sales-and-marketing one.
This profile draws on four public LinkedIn posts by Chantel Elliott.
They cover a podcast-related post listing sales and marketing problems, a custom training program for Virtual Gurus, a compensation-trends post tied to growth-marketing training with InceptionU, and a hiring post for a paid media strategist at Tiller Digital.
The posts do not show dates.
The posts link to a podcast episode, a client case-study page, and a compensation survey that are not covered here; those linked items remain an information gap.
Similar-creator comparisons use two posts each from Swati Garg, Scott Varner, and Evgeniia Volkova, dated between June 2025 and October 2026.
No sponsorship, affiliate, or investment relationship appears in these posts, which is not a claim that none exist.
