# Federico Presicci

Federico Presicci writes about B2B sales leadership and enablement, including how organizations can improve sales behavior and redesign revenue work for people and AI agents.

- Profile: https://b2binfluencer.marketing/creators/federico-presicci/
- LinkedIn: https://www.linkedin.com/in/federico-presicci
- LinkedIn followers: 16,006
- Topics: artificial-intelligence, leadership, sales, sales-leadership, sales-enablement
- Based on 10 dated posts, latest 2026-10-05

## Summary

Useful for practical diagnosis of sales behaviour and redesigning revenue work across people and AI agents.

- Best for: A B2B sales enablement webinar or content collaboration on revenue work redesign.
- Not for: Paid performance campaigns with product testimonials or short-form video ads.
- Check first: Confirm framework materials, partnership route, audience data and terms before committing.

### Takeaways

- Manage processes that cross functions, not just the functions themselves.
- Bring AI agents into the end-to-end revenue process, not just individual workflows.
- Diagnose why a sales behaviour is not sticking before reaching for more training.

## Main ideas

- **Manage processes that cross functions, not just the functions themselves**: Presicci argues that functional structure is necessary but not sufficient. Marketing, sales, revenue operations, enablement, and customer success need clear responsibilities, expertise, goals, and accountability. But commercially important outcomes — generating qualified pipeline, progressing a complex opportunity, onboarding a customer, expanding an account — depend on work moving across teams, systems, decisions, and hand-offs. Each function can perform its part reasonably well while the end-to-end process still performs badly: context is lost between teams, work is repeated, decisions slow down, and ownership becomes hard to see once something crosses a functional boundary. Presicci recommends identifying the three to five GTM processes most closely tied to commercial performance and mapping each end to end: define the outcome and its end-to-end owner; map the major jobs to be done; show which functions contribute to each job; break those jobs into tasks and sub-steps; and make inputs, outputs, hand-offs, and measures visible.
- **Bring AI agents into the end-to-end revenue process, not just individual workflows**: Presicci writes that revenue teams are adding AI agents workflow by workflow. One agent prepares sellers for meetings, another updates the CRM, and others support coaching, forecasting, reporting, and handovers. Each workflow may create value on its own, but the design problem arises when they connect across teams, systems, and stages of the revenue process. Presicci asks how data and context should move between agents; where agents should act and where people should review or take over; and who owns the outcome when several people, systems, and agents perform different parts of the work. Without an end-to-end view, organisations risk improving individual workflows while making the wider system more fragmented and difficult to govern.
- **Sales leadership operates at a broader level than sales management**: Presicci distinguishes sales leadership from sales management — and from simply adding the words strategy and vision to a management role. The two overlap: strong sales managers need leadership capability, and senior sales leaders still need management discipline. As responsibility broadens, those capabilities apply at a different level: decisions grow in scale, more people and systems are influenced, and the time horizon extends well beyond the current quarter. Presicci sets out an eight-area sales leadership competency model: strategic vision and direction; customer and commercial acumen; sales strategy and organisational design; organisational influence and GTM alignment; culture and ethical leadership; talent and leadership development; change and transformation leadership; and self-leadership and learning agility. Supporting behaviours include translating company strategy into sales strategy, making priorities and trade-offs explicit, turning customer and market evidence into strategic choices, designing the sales model around strategy, aligning functions around shared GTM priorities, developing managers and future leaders, creating the conditions for change to stick, and seeking challenge and adapting your own judgement.
- **Diagnose why a sales behaviour is not sticking before reaching for more training**: When a sales behaviour is not showing up consistently, Presicci follows a fixed order before choosing an intervention. First, was the behaviour prompted at the right moment? If the seller has to remember it from a training session three weeks earlier, the cue may be missing. Second, was it easy enough to perform? The process may be too cumbersome, the workflow may create friction, or the salesperson may need clearer structure, better support, or more practice. Third, was it worth doing and repeating? What happened when the seller used the behaviour — did it help them, did the manager notice, was there useful feedback, was the behaviour reinforced? Only then does Presicci decide whether the answer is training, a workflow change, a better prompt, or clearer manager reinforcement. The diagnostic flow is: define one observable behaviour and the moment it should happen; check the prompt; check ability and friction; check motivation and reinforcement; inspect what is actually happening in the field. Presicci calls jumping straight from 'the behaviour is missing' to 'we need more training' one of the easiest mistakes in enablement.

## Work to read

- [Sales leadership is not sales management with a bigger title](https://www.linkedin.com/posts/federico-presicci_sales-salesleadership-salesenablement-activity-7510677934043508737-p6Hp)
- [Diagnose missing sales behaviour before reaching for more training](https://www.linkedin.com/posts/federico-presicci_sales-salesenablement-salestraining-activity-7508861245509361664-KRcK)
- [Manage functions and end-to-end processes at the same time](https://www.linkedin.com/posts/federico-presicci_business-sales-ai-activity-7510316741437222914-CqfE)
- [Revenue teams are connecting AI agents faster than the systems around them can keep up](https://www.linkedin.com/posts/federico-presicci_business-sales-ai-activity-7512861020646907904-DABo)

## Brand relationships

- **Asana** (mention)
- **Airspeed** (mention)
- **Revenue Enablement** (mention)

## Partnerships

Federico Presicci's posts do not describe a sponsorship or paid-partnership offer. They focus on educational and promotional writing about sales leadership, enablement and revenue work redesign. The clearest collaboration format is a live webinar they hosted on 27 October, with named contributors from vendor companies — Adam Liska of Airspeed, Amrutha Suresh of Asana, and Alexander P. Mueller of Revenue Enablement — positioned as guest speakers rather than sponsors. The four posts do not specify fees, deliverables, timelines, exclusivity terms, an approval process or disclosure practices. The registration link in two posts is a public event sign-up, not a partnership inquiry route. Before budgeting a paid collaboration, ask Presicci for rates, deliverable formats, review and approval steps, and how sponsored content would be labelled.

## Alternatives

- Kate Redfern: Choose Kate Redfern when the need is a working enablement partnership rather than a co-hosted discussion: building or repairing an enablement function, coaching managers, rolling out a methodology such as MEDDPICC, Challenger or Value Selling, standing up a BDR or SDR motion, or fixing onboarding and ramp. Redfern's posts come from the seller's side of the table and list outcomes with numbers — a 33% improvement in conversation rates, a 23% uplift across a 500-plus-person sales and customer success organisation, and a 43% improvement in sales capability across 350-plus commercial professionals. They also take a clear position on modern buying behaviour: buyers are already past the start of the journey, and sellers who run their own process and agenda lose access. Buyers seeking someone to work inside the team on a fractional basis or coach a management layer have a more direct match here than with Presicci's mapping method.
- Sam Sharma MBA, MSc: Choose Sam Sharma when the room is focused on AI governance, risk or security rather than revenue operations. Sharma's posts examine what an agent may access, decide and do; who owns the outcome when it gets something wrong; how to monitor it live; and how to prevent a useful pilot from becoming uncontrolled agent sprawl. They argue that agents should be governed like digital workers, with a purpose, owner, identity, access boundary, risk level, approval process and audit trail. The companion post makes the leader-level case: the real danger is not that AI turns hostile, but that increasingly capable systems get more autonomy and permissions before their behaviour can be reliably controlled. Capability should not outrun controllability. If the collaboration is about controlling agent autonomy in enterprise systems, that framing is closer to the problem than a GTM process map.
- Steve Radford: Choose Steve Radford when the buyer's problem is that behaviour does not stick after training or managers lack the capacity to reinforce it. Radford's posts spell out the pressure on field sales managers: deliver briefings, plan quarterly meetings, analyse performance, produce reports, attend internal meetings, cover vacant territories, recruit and onboard, travel the region and still coach everyone — across territories roughly 20% larger than they used to be. The result is reactive development and inconsistent reinforcement. The second post turns that diagnosis into a session-worthy position — most teams do not have a training problem, they have a system problem — and sets out four conditions for consistency: a shared sales language, clear behavioural expectations, consistent manager conversations and reinforcement built into the rhythm of the business. It also offers a named diagnostic, the Consistent Sales Performance Scorecard. For an enablement audience whose failure mode is training that fades, this diagnoses the cause more sharply than Presicci's posts.

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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/