George Brontén writes about how B2B sales teams can improve execution through clearer workflows, sales processes, CRM systems, and practical uses of AI.
George Brontén is most useful for thought leadership on structured sales workflows, CRM, and practical AI in B2B sales.
Best for
A B2B sales enablement software brand running a webinar or guest newsletter on sales workflows and AI.
Not for
A recruitment or employer-branding software brand seeking paid, reach-based short-form video for HR leaders.
Key takeaways
Sales technology should shape behavior, not just record it.
Workflows are the overlooked lever for sales growth.
AI without structured data is noise at scale.
Check first: Confirm recent results on comparable topics and formats, plus newsletter list size and engagement.
Main ideas
Sales technology should shape behavior, not just record it · Workflows are the overlooked lever for sales growth · AI without structured data is noise at scale
Audience
20,827 LinkedIn followers · 5 LinkedIn posts Posts reviewed for this section
George Brontén writes about improving B2B sales execution through clearer processes, workflows, CRM systems, and practical uses of AI.
Across five LinkedIn posts, they return to one question: do a team’s systems help salespeople decide what to do next, or merely record what they have done?
Their work is useful for readers interested in making sales technology support better judgment and buyer decisions, rather than adding more tools or reporting.
Brontén connects sales technology to the decisions and actions it should improve.
They define a sales process not as CRM stages, but as a system that helps buyers make good decisions; ask whether a salesperson’s tools guide behavior in the moment or record it afterward; and argue that AI without structured data can amplify noise.
They make these ideas concrete with questions a sales leader can use, such as what a salesperson will work on first tomorrow and whether technology helps them prioritize real opportunities.
Their leadership post adds a useful counterpoint: improving a sales system does not always mean changing it immediately.
New leaders should first build trust, find quick wins, and understand the team’s existing way of selling.
Together, these posts offer a practical lens on both the systems and the people involved in sales change.
George Brontén argues that sales performance is mostly a systems problem.
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Their recurring focus is the gap between what sales leaders buy—training, CRM, AI and compensation—and what salespeople actually do when they start work.
They want tools that guide behavior in the moment, workflows that make the next action obvious, structured data before AI, and a definition of sales process built around helping buyers decide.
Leadership is another priority: new sales leaders should understand the system they inherit before trying to change it.
The through-line: better systems, not more activity or more tools, make average performers consistently effective.
Sales technology should shape behavior, not just record it
Brontén argues that most CRM systems fail not mainly because of poor adoption, but because they were built to track salespeople rather than make them better.
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The same mistake is now being repeated with AI.
His test for any stack: does it guide behavior in the moment or only record it afterward?
If it only records, it documents why a team didn’t win.
Brontén compares sales with engineering: engineers don’t log into CAD at the end of the day to update their work.
They live inside it, and it shapes how they design, collaborate and solve problems.
Sales still treats CRM, in his phrase, like a digital Rolodex with reporting attached.
Workflows are the overlooked lever for sales growth
Brontén starts with what sales leaders spend heavily on—training, AI, CRM upgrades and compensation plans—and asks what those budgets rarely address: what will a salesperson actually work on first tomorrow morning?
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Hidden costs include time spent deciding what to do next, switching between systems, chasing low-value opportunities and repeating avoidable mistakes.
None of that shows up in a forecast, he says, but it quietly steals growth.
Companies pulling ahead are building better systems around salespeople: systems that make the right actions obvious, reduce friction and help average performers become consistently effective.
The diagnostic is simple: not what salespeople should work on, but what they actually will work on. Brontén points readers to a newsletter breakdown of six workflows every sales organization needs, why CRM implementations often fail to improve execution, and how AI becomes more useful when embedded in the right workflow.
Brontén asks whether AI is making salespeople smarter or just faster.
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Their answer: teams are drowning in CRM, call, activity and intent data, yet salespeople still start the week unsure who to prioritize, which deals are real, what action matters most and why certain opportunities close.
They call it a structure problem, not a data problem, and put their position plainly: AI without structured data is just noise at scale.
With structure in place, they say, CRM stops being a dumping ground, workflows guide behavior, the team knows what to do next, and coaching becomes proactive instead of reactive.
The contrast is between the volume of data most sales organizations already hold and the basic questions salespeople still can’t answer on Monday morning. Brontén argues that AI doesn’t fix chaos; it amplifies it.
A sales process is a system that helps buyers decide
Brontén opens by noting that ten sales leaders will define a sales process ten different ways, then offers one of their own: it’s not the list of stages in a CRM, but the system that helps buyers make good decisions.
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If a process only tells salespeople where a deal stands, not what needs to happen next to move it forward, they argue, it’s a reporting system. A well-defined process, in their view, is one of the biggest competitive advantages a sales organization can build.
The contrast is between a CRM stage list and a decision system. A process that only reports where a deal stands, without showing the next move, handles administration rather than sales guidance.
New sales leaders should understand the inherited system first
Brontén describes a common mistake: a new sales leader inherits a team and immediately changes the process, metrics and expectations.
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It feels like leadership, they say, but more often creates resistance than results.
The first 90 days are for understanding the system already in place: building trust, looking for quick wins and learning the team’s existing way of selling before trying to reinvent it.
This is the people-facing version of their broader argument that changing structure without understanding it fails.
Brontén’s sequence: build trust, find quick wins and understand the team’s Way of Selling before redesigning it. The newsletter playbook they reference covers trust-building, quick wins and knowing when—and when not—to change the CRM.
It answers the basic question underlying the rest of their work: what exactly is a sales process, and why is the common CRM-stage definition too shallow?
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Newcomers should start here because the distinction shapes how to read their writing about workflows and AI.
George Brontén starts with a familiar problem: ask ten sales leaders to define a sales process and you will probably get ten answers.
The post contrasts a process with a list of CRM stages.
If a process tells salespeople where a deal stands but not what needs to happen next to move it forward, it is a reporting system, not a sales process.
They define a sales process as the system that helps buyers make good decisions.
For brands planning a campaign
This is a strong centerpiece for a webinar or guest newsletter on sales process design. A sponsor can ask attendees to define a sales process in one sentence, then show how a workflow tool or methodology helps buyers decide instead of merely tracking stages.
It explains why they see workflows as an overlooked lever in sales growth.
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Newcomers get the core argument in one question and see how it connects training, CRM, AI, and day-to-day execution without a long theory detour.
They list what sales leaders spend heavily on: training, AI, CRM upgrades, and compensation plans.
Then one simple question cuts through: what will my salespeople work on first when they log in tomorrow morning?
Not what they should work on, but what they actually will work on.
The post points to time lost deciding what to do next, switching between systems, chasing low-value opportunities, and repeating avoidable mistakes.
They argue that companies pulling ahead are building better systems around salespeople—systems that make the right actions obvious and reduce friction.
The post also previews newsletter material on six workflows every sales organization needs, why CRM implementations fail to improve execution, and how AI becomes more useful inside the right workflow.
For brands planning a campaign
A webinar or guest newsletter can turn this into a practical audit: follow one salesperson for a day and map how much time goes to high-impact work versus switching systems and deciding what to do next. This positions a workflow or sales enablement sponsor as the tool that makes the next action obvious.
It explains what they see as the real failure mode in sales technology.
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Newcomers should read it to understand why they keep returning to workflows and structured guidance instead of treating CRM or AI as neutral tools.
They argue that most CRM systems are not failing because of poor adoption.
They fail because they were built to track salespeople rather than make them better; the same mistake is now being made with AI.
The post compares sales to engineering: engineers do not log into CAD at the end of the day to update their work.
They work inside it, and it shapes how they design, collaborate, and solve problems.
Sales still treats CRM like a digital Rolodex with reporting attached.
They offer a simple test for any technology stack: does this system guide behavior in the moment, or just record it after the fact?
If it only records, it documents why the team did not win.
For brands planning a campaign
This is a sharp hook for a demo, workshop, or sponsored guide on guided selling versus post-hoc reporting. The sponsor can use the CAD analogy and the in-the-moment test to contrast its product with CRMs that only record activity, and frame AI investments around behavior change rather than another tool layer.
It answers the prerequisite question many AI-in-sales conversations skip: what has to be true before AI helps a sales team?
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Newcomers should read it to see their test for whether AI is improving judgment or merely adding speed and noise.
They ask an uncomfortable question before AI adoption: are we making salespeople smarter or just faster?
The post describes teams drowning in CRM data, call data, activity data, and intent data, while salespeople still start Monday unsure whom to prioritize, which deals are real, what action matters most, and why certain opportunities close.
They call that a structure problem, not a data problem, and state the central claim plainly: AI without structured data is just noise at scale.
When data is structured correctly, the CRM stops being a dumping ground, workflows guide behavior, the team knows what to do next, and coaching becomes proactive rather than reactive.
For brands planning a campaign
A sales enablement software sponsor can use this as the foundation for an AI readiness assessment or webinar. The practical offer is a structured-data audit: identify what data the sales team already has, what is unusable, and what must be organized before AI can guide behavior in the moments that matter.
It shows how they apply the workflow-and-system lens to sales leadership, not just tools.
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Newcomers should start here to see the people side of the argument: lasting change begins with understanding the inherited system before redesigning it.
They describe a common mistake for new sales leaders: inheriting a team and immediately changing the process, metrics, and expectations.
It feels like leadership, but often creates resistance instead of results.
The first 90 days, they argue, are about understanding the system you have inherited.
The post gives three actions: build trust, look for quick wins, and understand the team’s Way of Selling before trying to reinvent it.
It also previews a newsletter playbook on building trust, finding quick wins, and deciding when to change the CRM.
For brands planning a campaign
This piece suits a leadership onboarding series or a guest newsletter for sales leaders in transition. A sponsor can build a workshop around the first 90 days: map the inherited sales system, pick one quick win, and decide whether a CRM or workflow change is warranted yet.
How the writing works: one problem, one test, one question5
Sales workflows: the overlooked lever for growth1
Technology that shapes selling behavior instead of recording it1
AI in sales depends on structured data1
A sales process is a decision system, not a CRM pipeline1
The first 90 days for new sales leaders1
Sales workflows: the overlooked lever for growth
Writing about where sales leaders put their budgets, George Brontén lists training, AI, CRM upgrades and compensation plans, then asks a question those budgets rarely answer: what will a salesperson actually work on first tomorrow morning?
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The hidden cost is time spent deciding what to do next, switching between systems, chasing low-value opportunities and repeating avoidable mistakes—work that never shows up in a forecast.
The companies pulling ahead, in this argument, build systems that make the right action obvious and cut friction, helping average performers become consistently effective.
Brontén points readers to a newsletter breakdown covering six workflows every sales organization needs, why CRM implementations often fail to improve execution, and how AI becomes more useful when embedded in the right workflow.
Frames a spending problem as an operating problem, opens with a question the reader may struggle to answer, and closes by asking how much of a salesperson’s day goes to high-impact work.
For brands planning a campaign
A strong webinar or guest newsletter segment on workflow design as the step before tooling; the opening question gives the session a hands-on diagnostic.
Technology that shapes selling behavior instead of recording it
Brontén argues that CRM systems fail less because of poor adoption than because they are built to track salespeople rather than make them better—and that AI is now being layered on in the same way.
Read more
The comparison is engineering: engineers work inside CAD, which shapes how they design and collaborate, while sales still treats CRM as a digital Rolodex with reporting attached.
The applied test is whether a system guides behavior in the moment or only records it afterward.
A system in the latter category, Brontén writes, documents why a team lost rather than helping it win.
For brands planning a campaign
Gives a partner one sharp evaluative question to anchor a session on buying or designing enablement software, and argues that adoption rates are the wrong measure of whether a tool is working.
The question: is AI making salespeople smarter or just faster?
Read more
Brontén lists the data most teams already hold—CRM, call, activity and intent—and the questions salespeople still cannot answer on Monday morning: who to prioritize, which deals are real, what action matters most, and why certain opportunities actually close.
The problem, Brontén argues, is structure rather than data: “AI without structured data is noise at scale.”
With structure in place, workflows guide behavior, the team knows what comes next, and coaching becomes proactive instead of reactive.
States the thesis in one line, supports it with a list, contrasts the volume of data with its structure, and closes by asking whether the problem is technology or structure.
For brands planning a campaign
Directly useful for a webinar or guest newsletter on AI in sales for an audience weighing tools. It pairs with the workflow topic as a single argument delivered in two parts.
A sales process is a decision system, not a CRM pipeline
Brontén opens with the observation that ten sales leaders will define sales process ten different ways, then offers one: not the list of stages in a CRM, but the system that helps buyers make good decisions.
Read more
If a process says only where a deal sits, not what has to happen next to move it forward, it is a reporting system. Brontén argues that a well-defined process is one of the biggest competitive advantages a sales organization can build.
For brands planning a campaign
Useful as the vocabulary-setting opener in a webinar: it establishes a shared definition of a sales process for the rest of a workflows-and-AI session.
The one item in this set aimed at sales leadership rather than systems.
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Brontén describes new leaders inheriting a team and immediately changing process, metrics and expectations—moves that feel like leadership but usually produce resistance instead of results.
The first 90 days, Brontén argues, are for understanding the system already in place: building trust, finding quick wins, and learning the team’s existing way of selling before trying to reinvent it.
The newsletter playbook Brontén references covers knowing when—and when not—to change the CRM.
Unlike the other posts, this one targets the leader’s own behavior rather than the tooling. It rests on the same underlying claim: changing structure without understanding it fails.
For brands planning a campaign
Adds a leadership-audience angle for a segment on rolling out enablement or CRM changes without triggering resistance. Ask the guest for the referenced playbook’s specifics.
How the writing works: one problem, one test, one question
Across these posts, the pattern holds: each opens with a contrarian reframe of a common practice, builds a short list of symptoms in single-line paragraphs, offers an applied test or definition readers can use the same week, and closes with a question inviting responses.
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Each post points to a weekly newsletter for a deeper unpacking and names the issue’s subject—six workflows, unusable CRM data, a 90-day leadership playbook or the meaning of a sales process. The posts read as openings to longer arguments rather than self-contained essays.
A consistent question-led structure, a diagnostic readers can apply, and a newsletter presented as the deeper layer of the argument.
For brands planning a campaign
Expect tightly structured, question-led posts. Plan the newsletter or webinar as the substantive slot rather than a short-form post; the format readily transfers to a session outline or guest newsletter framework.
George Brontén's posts discuss sales workflows, CRM systems, sales leadership, and AI adoption in general terms, referring to categories like CRM, CAD, and intent data rather than naming vendors, employers, or partners.
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They repeatedly reference a weekly newsletter but name no publication, platform, or company. Ask directly about any brand, sponsor, client, or partnership relationships.
Brontén writes short, question-led posts about how B2B sales teams are built and equipped, and points readers to a weekly newsletter where each argument is unpacked further.
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Start with the workflow posts, which argue that sales performance is mostly a systems problem; the CRM and AI posts extend that argument to technology that should guide selling behavior rather than record it.
The sales process post defines the ideas the others build on, while the leadership post applies the same lens to the person running the team.
The posts are openings rather than self-contained essays, so the newsletter offers most of the depth.
The three creators below cover similar ground in different registers—an individual-skills teacher, a founder-facing sales consultant and a fractional sales director—with notes on how each differs from Brontén.
Both write practical B2B sales content and reject the idea that AI alone is the answer.
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Nilsson argues that most teams need to use AI better rather than buy more of it, and that human judgment still decides the moment. Brontén makes the same case from the structure and workflow side: AI without structured data is noise at scale.
Nilsson teaches individual sellers, pairing each skill with practice and explaining how reps should run calls.
Brontén writes one level up, about the systems, workflows and tools sales leaders buy and design to make average performers consistent.
Readers looking for drills should start with Nilsson; those choosing enablement software or redesigning a process should start with Brontén.
Both treat weak sales results as a design problem rather than a talent shortage.
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Bruscia argues that hiring more salespeople without a sales foundation makes the problem more expensive, and that leaders should redesign the seller's role around what AI now handles. Brontén likewise argues that technology and process should make the right actions obvious instead of adding another tool.
Bruscia writes mainly for founders deciding whether to hire.
They identify process, ICP, messaging, qualification, forecasting and onboarding as the pieces to build before adding people.
Brontén starts from the tooling and workflow side, addressing sales leaders already spending on CRM, AI and training, and asking what a salesperson will actually work on first tomorrow morning.
Both focus on sales leadership, structure and focus rather than activity for its own sake.
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Silverwood argues that growth comes from identifying the few opportunities that matter and staying with them, and describes what proper involvement in a business looks like. Brontén makes a comparable case: systems that make the next right action obvious, rather than record what happened, lift performance.
Silverwood writes from inside fractional or interim engagements for smaller and growing businesses, covering the commercial decisions of a managing director or founder and offering direct involvement a day or two a week. Brontén writes about sales enablement and workflows for sales leaders evaluating technology and process design.
The posts suggest George Brontén is a narrow-audience pick for sales-enablement and sales-leadership work rather than a broad-reach creator.
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They write for people who decide on training, CRM and AI spend: sales leaders, sales managers and enablement buyers.
They address them directly ("If you're a sales leader trying to build a more scalable sales organization") and close most posts with an invitation to a weekly newsletter on sales process, CRM structure and AI in sales.
This indicates the intended audience, not who actually reads the posts.
The LinkedIn profile recorded about 20,800 followers on 8 October 2026.
Before committing budget to the proposed webinar or guest newsletter collaboration, ask for recent results on comparable topics and formats — structured sales workflows, sales-process definition, CRM data quality and AI-assisted selling — ideally including reach and engagement for the same post or newsletter item.
Also ask for newsletter list size and typical open or click rates, since the proposed collaboration is a newsletter or webinar, not a social placement.
If the campaign depends on reaching a specific segment, ask whether an audience survey covers job seniority and employer type; the follower count cannot confirm that.
LinkedIn followers
20,827
Follower count on the LinkedIn profile associated with the reviewed posts, recorded 8 October 2026 · 2026-10-08
Posts reviewed for this section
5 LinkedIn posts
All posts for this creator in the current research set · 2026-10-08
Publication dates of posts
24 March to 28 July 2026
Publication dates of the five reviewed LinkedIn posts · 2026-10-08
George Brontén's five posts show no sponsorship policy, rate card, media kit, or partnership inquiry page.
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Each closes with the same offer: subscribe to a weekly newsletter about B2B sales execution, with occasional prompts to comment or share.
The newsletter is the recurring distribution channel a partner would negotiate around, but it is a subscription asset, not a published sponsorship package.
The posts disclose no sponsored placement, affiliate arrangement, or commercial terms.
The only contact route shown is a LinkedIn direct message, a general channel rather than a verified partnership intake; no inquiry link is listed.
A buyer could open with a guest newsletter contribution or a co-produced webinar on structured sales processes and AI, then ask what the newsletter audience receives and agree on the format, cadence, exclusivity, disclosure practice, and deliverables in writing.
A strong fit, if the commercial terms work. The buyer’s topic matches the argument Brontén already makes, and the proposed formats match how they distribute their work.
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Brief
A B2B sales enablement software company wants to assess George Brontén as a thought-leadership partner or speaker for a webinar or guest newsletter on structured sales workflows and AI.
Reasons
The subject matches the writing almost word for word. Brontén argues that AI without structured data is noise at scale, and that the fix is structure, not more tools. They also argue that workflows are the most overlooked lever in sales growth: salespeople lose time deciding what to do next, switching between systems and chasing low-value opportunities. A collaboration on structured sales workflows and AI would extend that work, not stretch it.
The audience aligns with the buyer’s customers. The writing addresses people who approve training, CRM and AI budgets: “If you're a sales leader trying to build a more scalable sales organization”. A sales enablement vendor sells to those same people, so the sponsor’s message and the creator’s audience are aimed at the same reader.
The newsletter is the natural commercial slot. Every post reviewed points to a weekly newsletter where the argument is developed further and the issue’s topic is named. A guest issue or co-produced webinar is a realistic ask because the newsletter is already a distribution channel.
There is plenty of usable material. A session could draw on specific ideas: what Brontén means by a sales process, and why a list of CRM stages is really a reporting system; what a salesperson will actually work on first tomorrow morning; whether a system guides behavior in the moment or only records it afterwards; and the advice for new sales leaders in their first 90 days not to change everything at once.
The format is disciplined and reusable. The posts consistently open with a contrarian reframe, list symptoms, offer a practical test readers can use that week, and close with a question. A webinar or guest newsletter could follow that structure without starting from scratch.
What to confirm
Ask for audience composition data to confirm job seniority, employer type and location.
Ask for engagement, impression, view and newsletter open and click figures to assess reach and delivery.
Ask whether Brontén accepts paid collaborations and, if so, for the terms. The posts include no rate card, media kit, sponsorship policy or disclosure of sponsored placements.
Confirm the speaker or byline commitment in writing, including how the arrangement would be disclosed to the newsletter audience.
When to choose a specialist
A poor fit on the evidence in the posts. The mismatch is in buyer, format and commercial assumption; better creative cannot fix it.
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Brief
A materially different brief: a recruitment and employer-branding software company selling to HR and talent-acquisition leaders wants a paid, reach-based short-form video series on LinkedIn. Deliverables would be priced against audience size, with expected visible engagement volume and a fast posting cadence.
Reasons
The audience is wrong. The five posts are written for sales leaders, sales managers and people buying sales technology. They do not address HR, recruiting or talent acquisition, and none shows a following in that world. The sponsor would be buying access to an audience this writing does not reach.
The posts show no video capability; they are text only. Whether Brontén presents on camera, in what style or at what cadence is unknown. Pricing a video series would mean pricing an unevidenced deliverable.
There is no basis for reach-based pricing. The only audience figure available is a LinkedIn follower count of about 20,800, recorded 8 October 2026. No impressions, views or engagement counts accompanied the posts. A follower number cannot support a reach guarantee or show who makes up the following.
No commercial format is documented: there is no published sponsorship package, rate card, disclosure practice or confirmed inquiry route. Terms, exclusivity and deliverables would need to be established from scratch.
The pitch contradicts Brontén’s own argument. A high-volume, speed-first posting plan runs against the position throughout the posts: making salespeople faster without making them smarter adds noise, and technology that only records activity documents why a team lost. Asking Brontén to sell speed by volume would mean arguing against their own published work.
Better alternative
If the HR software company needs a sales-leadership audience, it should brief a creator whose material actually reaches sales leaders on a topic with HR adjacency, such as quota-carrying team design. If it needs reach guarantees, it should look for a creator with published engagement and impression data; this material contains none.
A worked campaign example
Angle
A single guest newsletter issue, with an optional 30-minute webinar built from it, framed as a guided diagnostic rather than a product pitch. The working title draws on Brontén’s own question: what will your reps work on first tomorrow morning?
Brief
The same sales enablement software brief, developed into a concrete campaign angle.
Open questions
Newsletter list size and typical open and click rates, since the proposed arrangement is a newsletter or webinar rather than a social placement.
Recent results for comparable topics, if any, to give the sponsor a delivery baseline.
Whether Brontén accepts sponsorship, on what terms, and how it would be disclosed to subscribers.
Whether Brontén will present or endorse a vendor’s product directly, or prefers to keep the writing independent and let the sponsor appear alongside it.
Sponsor role
Brontén writes and delivers the issue or hosts the webinar; the sponsor contributes the workflow walkthrough, audit checklist and demo segment, and is identified as the sponsor throughout. Agree on deliverables, disclosure wording and exclusivity in writing before scheduling.
Structure
Open with the definition problem. Ask readers to define a sales process in one sentence, then offer the reframe: a list of CRM stages tells you where a deal is, not what has to happen next. It is a reporting system, not a process. This gives the sponsor and audience a shared vocabulary for everything that follows.
Move to the budget question. Set training, AI, CRM upgrades and compensation plans against the question those budgets rarely answer: what will a salesperson actually work on when they log in tomorrow? Name the invisible costs: deciding what to do next, switching between systems, chasing low-value opportunities and repeating avoidable mistakes.
Run the technology test. Ask whether a system guides behavior in the moment or only records it afterwards. Use the engineering comparison: engineers live inside CAD, while sales still treats CRM as a digital Rolodex with reporting attached. The sponsor's product answers the first question; most CRMs answer the second.
Apply the same test to AI. Ask whether the tools are making reps smarter or just faster, then state the position plainly: AI without structured data is noise at scale. The sponsor supplies the structure that makes AI useful in the moments that matter—not another layer of tooling.
Give the reader something to do this week: a one-day audit. Follow one rep and count the time spent deciding what to do next and moving between systems. Then provide a short checklist of the data that has to be clean before AI guidance can work. The checklist is the sponsor's asset, and the reader keeps it either way.
Close with the question the posts usually pose and one next step, such as booking a workflow review, rather than a broad product call to action.
Why this works
The collaboration uses arguments Brontén has already published, so they don't have to adopt a position they haven't taken. It places the sponsor's product where their material naturally points: as the system that guides behavior in the moment, rather than an advertisement interrupting the piece. It also matches the format the posts already promise readers: a weekly newsletter that takes one problem, one test and one question further than a post can.
Cory Bruscia is the better choice when the buyer wants to argue for redesigning the sales role, rather than structuring workflow data.
Read more
The posts ask leaders to decide what work AI should take over and what salespeople should do instead.
They also list the foundations that need to be in place: a defined process, ICP, messaging, prospecting, qualification, CRM discipline, KPIs, forecasting and coaching.
A sales enablement vendor arguing that the company, not the individual seller, must supply that structure will find a closer match here than with a tool-led message.
The writing targets founders, making it a better fit for a sponsor selling to owner-operators or early sales organisations than to large enablement departments.
Bruscia does not make the argument the buyer's product depends on: structured data as a precondition for useful AI, or systems that guide behaviour in the moment rather than record it afterwards.
Their argument is about subtraction — stop asking sellers to do work technology can handle — while the sponsor's product adds a guidance layer.
Delivery is also a question: only two posts were available, both long text posts, with no newsletter, webinar, video or other recurring channel shown.
Before booking a guest newsletter issue or co-produced webinar, ask for audience figures and evidence of a suitable distribution channel.
Tim Nilsson is the better choice when the buyer wants to address AI adoption and coaching in sales, rather than data architecture.
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The reviewed AI post says most B2B sales teams do not need more AI but need to use it better.
It lays out a practical sequence: use AI first to remove administrative work and strengthen preparation; build confidence in the output through short weekly learning sessions; connect AI to the parts of the sales motion where time is actually being wasted; and keep human judgement on the moment that closes a deal.
For a sales enablement vendor selling training, coaching or adoption services alongside software, that framing is close to the buyer's pitch and suits a workshop or skills-focused webinar.
A companion post lists ten named skills, each with a one-line practice, giving a sponsor ready-made exercises to hand out.
The argument behind the tools is missing.
Nilsson does not claim that AI without structured data is noise or that structure must come before technology; the emphasis is on how teams learn and behave.
A sponsor selling workflow and guidance would therefore be introducing a step the posts do not argue for.
Nilsson's list format and short practice prompts suit a session but offer less material for a long-form newsletter issue.
Only two posts were available, and none mentions a newsletter, video or event.
Before relying on recurring distribution, ask for audience figures and confirmation of the channels available.
Chris Silverwood is the better choice when the target reader is a managing director, founder or owner of a growing business and the message is about focus and sales leadership capacity, not AI.
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The posts centre on choosing the three or four things that will genuinely move growth, keeping attention there instead of chasing every opportunity, and using sales leadership to bring structure, focus and accountability into a business.
Silverwood draws on nearly 30 years in sales and commercial leadership and hands-on work inside companies through a fractional sales leadership practice, giving a sponsor selling leadership capability, prioritisation or interim commercial support a credible operator's voice.
The posts also name a clear next step: a free 30-minute introductory conversation.
The posts do not discuss AI in sales or structured sales workflows.
A sponsor seeking thought leadership on those subjects would need to supply the substance; the creator's contribution would be a framing around focus and priorities.
The posts also promote Silverwood's own fractional sales leadership offer, which sits close to the space an enablement or services buyer may occupy.
Before booking, agree terms that address this overlap, and ask for audience and engagement figures.
Only two posts were available; no newsletter, published rate or collaboration terms were mentioned.
This page draws on five LinkedIn posts by George Brontén, covering sales workflows, CRM and AI in sales, what a sales process actually is, and a new sales leader's first 90 days, together with a LinkedIn follower count of about 20,800 observed on 8 October 2026.
The comparison with other creators draws on six posts by Tim Nilsson, Cory Bruscia and Chris Silverwood on individual seller skills, founder-facing sales foundations, and fractional sales leadership.
The five Brontén posts are a selected set rather than a full archive: the weekly newsletter each post points to, any video or audio material, and older long-form work were not available, and the posts here do not establish a signature book, show or earlier body of work that would explain wider name searches.
No engagement, impression, view, newsletter list or open-rate figures were provided, and no rate card, media kit or sponsorship policy appeared in the posts here.
Where a name search turns up a book, show or employer not covered here, the posts here do not provide a finding about it.
Follow-ups on the campaign-fit side draw on two hypothetical campaign needs written to test fit, not real clients.
