Jeff Reekers writes about building Champion, a company focused on helping businesses grow through customer marketing, advocacy, and customer champions who can provide firsthand proof in sales.
Jeff Reekers is most useful for explaining how customer champions provide verifiable proof in B2B sales.
Best for
B2B SaaS companies rebuilding customer-advocacy-led sales motions or seeking a talk on customer proof.
Not for
Consumer brands seeking paid short-form video partnerships for young lifestyle audiences.
Key takeaways
A customer champion helped a buyer tell proven product experience from a competitor's claims.
A weekly retro maps executives, procurement, legal, technical reviewers, and champions in the buying committee.
A year-end post cites 100% GRR and about 130% NRR in enterprise.
Check first: Confirm paid partnership or talk offerings, audience demographics, engagement, and whether earlier signature work is public.
Main ideas
Customer champions are verifiable proof, and AI makes that proof more valuable · Grow through the success of your existing customers · Use AI to identify who will advocate, then route their proof into revenue work
Jeff Reekers writes about building Champion and making customer advocacy useful in business-to-business sales.
Their posts make the case for customer champions: when a competitor’s demo made unshipped features look real, a customer who had used the competitor’s product gave the buyer a firsthand account.
They also write about customer marketing, buying committees, company-building, and Champion’s Midwest roots.
Their recent posts focus on work at Champion; ask whether earlier signature work, such as a book or show, is part of their public identity.
Reekers connects customer advocacy to specific business decisions.
In a post about a near-six-figure deal, a customer champion helped a buyer distinguish proven product experience from a competitor’s claims.
A weekly retrospective broadens the view to the whole buying committee, naming executives, procurement, legal, technical reviewers, and champions as voices a sales team should plan for.
A year-end post adds company context, including customer marketing work and reported retention figures; another applies a positioning idea to Champion’s Midwest location.
A team-retro post leans on humor and culture.
Follow their writing for examples of how customer proof, sales execution, and company-building connect.
The sample consists of written LinkedIn updates; ask for talks or interviews if those matter to your decision.
Jeff Reekers writes about building Champion, a company that sells customer-marketing and advocacy software.
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The posts revolve around one argument: growth comes from existing customers, and the most valuable thing a sales team can bring into a deal is a real customer who can vouch for what works.
Reekers argues that AI should help identify customers who will advocate, and that faked capabilities make verifiable human proof more valuable, not less.
They also argue that sales decisions involve a committee of executives, champions, procurement, legal, and technical reviewers, not just one buyer.
Two further threads round out the picture: embracing a Midwest base as a positioning advantage and using a weekly public retrospective to teach habits such as naming one most important thing each morning.
They cite other people's frameworks by name.
Customer champions are verifiable proof, and AI makes that proof more valuable
Reekers argues that as AI makes it cheap to demo capabilities that do not exist yet, buyers can no longer tell promised features from shipped ones.
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A customer who has actually used a product becomes evidence a competitor cannot fabricate. They frame a roster of champions as sales infrastructure, not marketing garnish, and connect the argument to a third-party signal they read.
They tell the story of an account executive at one of Champion's customers who was close to a near-six-figure deal when a competitor used AI tools to assemble a long list of features and demoed them as if they had already shipped.
The buyer could not tell the difference.
The rep brought in a customer who had used the competitor's product months earlier and could speak firsthand about what was real.
The deal was won.
Reekers connects this to "Human Verification" appearing on Y Combinator's latest Requests for Startups.
Grow through the success of your existing customers
Reekers argues that revenue should come from the success of existing customers, not new-logo acquisition alone, and backs the case with retention figures from Champion's enterprise segment.
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That belief underpins everything else they write about advocacy.
In a year-in-review post, Reekers reports 100% gross revenue retention and roughly 130% net revenue retention in that segment, attributing the results to partnering with large organizations to scale their customer marketing and establishing value inside the Salesforce ecosystem. They describe the year as one in which Champion moved from a strong product with early customers into a company that found its lane, and the team grew from engineering-only into a fuller organization.
Use AI to identify who will advocate, then route their proof into revenue work
Reekers draws a practical line around AI: use it to find which customers are real champions, then feed that proof into workflows that already drive revenue.
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They call the identification algorithm a competitive moat and pair it with community and advocacy programs, where AI amplifies people already willing to speak up.
Reekers writes that Champion's algorithm to help customers identify their customer champions "is proving to be a moat, powering the rest of our revenue workflows," and separately describes the impact of bringing community and advocacy together with partners and customers and baking that into the AI.
Decisions run through a full buying committee, so map every voice
Reekers argues that no deal is decided by one person and that sales teams should plan for each participant instead of assuming the economic buyer settles it.
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The lesson is about preparation and coverage, not persuasion technique.
In a weekly retrospective, Reekers lists the voices to map — executives, champions, procurement, legal, and technical reviewers — and says decisions are never made by one person.
The team should "map every voice and go in with proactive strategy each and every time."
They present this as a lesson they are applying.
The customer-champion role appears in two different ways across the posts.
In the retrospective, a champion is one voice among several to cover in a deal; in the later deal story, a champion becomes the decisive evidence that wins it.
Together, the posts show a shift from committee member to proof.
A Midwest base is a strategic advantage, not a limitation
Reekers argues that being based in the Midwest is a positioning strength, citing proximity to large industries, a central location for face-to-face meetings, investors who behave as partners, and a founder network that wants peers to win.
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They credit the framing to someone else.
Reekers quotes Tim Schigel — turn what others might see as a weakness into a strength — and applies the idea to Champion's roots, naming manufacturing, healthcare, financial services, and logistics as nearby industries.
They note they grew up in the Bay Area and lived in New York City for fifteen years before moving, and say they did not understand the potential at the time.
They also describe being part of Refinery Ventures' X15 group.
Hearing Kevin Maney, author of Play Bigger and The Category Creation Formula, speak at a Refinery summit gave Champion fuel as it started a new chapter — a framework they credit by name.
Publish the retrospective: name one priority, then state the action
Reekers teaches through a recurring public format.
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Their "Weekly retro building Champion" posts use the same headings — Reflections, Learnings, Action — and each lesson ends with something to do. The recurring themes are attention and preparation: keep the vision in front when small problems eat the week, pick one most important thing each morning, show up fully prepared in every meeting, and name the teammates who drove progress.
In a retro, Reekers describes a week of curveballs that took too much of their attention while the company was closing its top growth month to date.
They recommend intentionally "turning the switch on" before meetings and at the start and end of the day to be present.
In a lighter onsite-week post, they run a joke about the "conjoined triangles of success," with compromise as the shared side moving sales, engineering, and manufacturing forward — the same retro habit, in a self-aware tone.
Make business more human, and say so as a mission rather than a slogan
Across the posts, Reekers's stated through-line is a mission to make business more human: prioritize relationships, partner closely with customers, build culture, and treat people as people first.
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They repeat the mission in their own words and extend it from company matters to family.
Reekers closes a year-in-review with the observation that go-to-market, product, career, and family all come down to "people championing people," after describing a year of scheduling around a spouse's twelve-hour shifts and overnights and travel that sometimes included their son in meetings.
This post answers a newcomer’s likely question: does customer advocacy change whether deals close, or is it just marketing garnish?
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Reekers describes an account executive at one of Champion's customers who was close to signing a near-six-figure deal.
Between touchpoints, a competitor used AI tools to quickly assemble a long list of features and demoed them as if they had already shipped.
During the demo, the buyer could not tell the difference.
The AE brought in a customer champion — someone who had used the competitor's product months earlier and could describe firsthand what was real, what was not, and what a buyer should expect.
The deal was won.
Reekers points to "Human Verification" appearing on Y Combinator's latest Requests for Startups and argues that as AI makes promises easier to fake, a roster of champions becomes verifiable human proof of delivery — infrastructure, not decoration.
For brands planning a campaign
For a customer-advocacy sales motion, this post makes the business case in one story: advocacy counters competitor claims and belongs in the deal cycle alongside procurement and legal, not just in marketing campaigns. It is the strongest anchor for a talk on turning champions into verifiable proof, and the Y Combinator reference gives the argument a current, checkable hook.
It explains what Champion sells and how Reekers measures whether the approach works — the business context behind everything else here.
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Reekers reviews 2025 as the year Champion moved from a strong product with early customers to a focused company, partnering with large enterprises on customer marketing and establishing itself in the Salesforce ecosystem.
Reported results are 100% gross revenue retention and roughly 130% net revenue retention in that segment, which they tie to the belief that growth comes through existing customers.
The team expanded from engineering-only into a fuller organization, and Reekers says the algorithm that helps customers identify their champions is becoming a moat that powers the rest of the revenue workflows.
The stated mission is "Make business more human."
The post also covers a demanding personal year of scheduling around a spouse's long hospital shifts and overnight work, and travel that sometimes included a son in meetings.
For brands planning a campaign
The retention figures give a partner or speaker brief concrete, quotable proof points, and the champion-identification algorithm could be a demo subject. The personal section shows Reekers is comfortable with a human, non-corporate tone, making a candid conference conversation a better fit than a scripted product pitch.
It shows the operating habits Reekers teaches, not just the outcomes — useful for judging whether the advice is practiced or only preached.
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In a weekly retrospective under the "Building Champion" heading, Reekers says a difficult week pulled attention from a record growth month.
Their fix: return to the vision and define a single most important thing each morning.
On selling, they argue that decisions are never made by one person — executives, champions, procurement, legal, and technical reviewers all have a voice — so the team maps each voice and plans proactively for it.
Reekers also notes progress combining community and advocacy with partners and customers, and credits named colleagues and customers for the work.
For brands planning a campaign
This is the source to cite when a brief asks about process: it gives a repeatable selling routine centered on the buying committee and champions as one of several required voices. Reekers also works publicly with named teammates and customers, making panels or joint sessions a natural, authentic format.
It explains where the company is built from and what Reekers is reading and thinking about — often the difference between choosing a speaker on tactics and one on positioning.
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Reekers quotes Tim Schigel — turn what others see as a weakness into a strength — and applies it to Champion's Midwest roots, listing proximity to manufacturing, healthcare, financial services, and logistics; a central location for face-to-face meetings; investors who act as partners; and a growing founder network.
They note growing up in the Bay Area and living in New York City for fifteen years before moving, and mention being part of Refinery Ventures' X15 group.
Reekers also describes hearing Kevin Maney, author of Play Bigger and The Category Creation Formula, at a Refinery summit, and says the session fed into Champion's thinking about the category it is building.
For brands planning a campaign
Two useful threads: a regional-advantage narrative for audiences outside tech hubs, and active interest in category creation.
For a brief about building a category rather than a product, this post is a strong opening.
Reekers also cites other authors' frameworks by name, making a talk that connects Champion's story to a recognized positioning idea a natural fit.
It gives a quick sense of the tone Reekers uses in public — useful when deciding whether they will connect with an audience on a human level.
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Reekers closes out an onsite week with engineering and go-to-market teams together, describing three days of work to reach a simple diagram.
They joke that it is called the conjoined triangles of success, with compromise as the shared side that moves sales, engineering, and manufacturing forward.
Reekers frames the week around new teammates meeting, planning to make customers more successful, a board meet-and-greet, and time together outside the office.
The post offers a view of team culture and humor.
For brands planning a campaign
Files under tone rather than evidence. It shows Reekers will use self-aware humor in professional posts, which supports a conversational talk format, but a campaign decision should not rest on this item alone.
Customer champions as verifiable proof in a sales cycle
In a customer story, an account executive was close to a near-six-figure deal when a competitor demoed a list of vibe-coded features as if they had already shipped, and the buyer couldn’t tell the difference.
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The rep brought in a customer who had used the competitor’s product months earlier and could speak firsthand about what was real.
Reekers treats that move as a preview of what’s coming: as AI makes promised capability easier to fake, a roster of customers who can vouch for delivery becomes infrastructure.
He connects the idea to “Human Verification” appearing on Y Combinator’s Requests for Startups.
Opens with a concrete deal story, then widens to a market trend and a third-party signal.
For brands planning a campaign
A talk on customer-advocacy-led sales can open with this deal story and the argument that verifiable human proof—not feature claims—closes deals when buyers cannot distinguish demos from shipped products.
A year-in-review post reports 100% gross revenue retention and roughly 130% net revenue retention in the enterprise segment, attributing it to partnering with large organizations to scale their customer marketing and locking in value inside the Salesforce ecosystem.
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The stated core belief is growth through the success of existing customers rather than new-logo acquisition alone.
For brands planning a campaign
For a brief on customer-advocacy-led growth, these specific numbers and ecosystem positioning support the case for investing in retention and expansion alongside pipeline.
Reekers describes an algorithm that helps customers identify their own customer champions, calls it a strengthening moat, and says it powers the rest of the revenue work.
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He also advocates combining community and advocacy programs, with AI amplifying the impact of people already willing to speak up.
For brands planning a campaign
A campaign can frame the AI question narrowly and practically: how to find the customers most likely to advocate and route their proof into active deals.
Posts titled “Weekly retro building Champion” use consistent headings: Reflections, Learnings, Action.
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Recurring lessons include keeping focus on the vision when small problems take over, naming the single most important thing each morning, showing up fully prepared for every meeting, and greeting teammates by name when they drive progress. Each entry ends with a stated action, not just an observation.
Fixed headings and an explicit action item at the end of each post.
For brands planning a campaign
The retro structure offers a predictable, repeatable slot. A brand partnership can fit a segment or a named tool into a titled section without disrupting the familiar format.
Reekers writes that decisions are never one person and lists the voices to map: executives, champions, procurement, legal, and technical evaluators.
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The advice is to go into each deal with a proactive strategy for every one of them rather than assuming the economic buyer alone decides.
This argument appears in a single post and is stated as a lesson the author is applying, not as tested data.
For brands planning a campaign
For enablement or sales-strategy audiences, this is a concrete topic: how champion-led proof moves through procurement, legal, and technical review instead of staying with the initial contact.
Reekers describes moving to the Midwest and coming to see it as a strategic advantage: proximity to manufacturing, healthcare, financial services, and logistics; a central location for in-person meetings; investors who operate as partners; and a founder network that wants peers to win.
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The post ties that to involvement with a Midwest operator and founder group and cites a category-creation author's summit talk as fuel for a new chapter.
For brands planning a campaign
This is the clearest regional and industry angle in the material, with a natural fit for audiences in manufacturing, healthcare, financial services, or logistics, and for events built around Midwest founders and operators.
Across the posts, the through-line is a mission to make business more human: prioritizing relationships, partnering closely with customers, building culture, and treating people as people first.
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A year-end reflection extends this to family, describing a year of hard logistics and the conclusion that the people in your corner are what matter—in go-to-market, product, and career alike.
For brands planning a campaign
For a partner seeking a values-led message rather than a product demo, this is the theme to build on, stated repeatedly in the author’s own words.
Reekers's brand relationships mostly involve their own company.
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They write as a cofounder of Champion, a customer-marketing and customer-advocacy software business, and place it inside the Salesforce ecosystem.
The only outside affiliation named in the posts is Refinery Ventures X15, a Midwest founder-and-operator group they say they are part of.
Ask for details of any sponsorships, affiliate arrangements, or named client engagements.
Champion
Owned business
Reekers writes about Champion as their own company, referring to "my two cofounders" and describing its product, hiring, and results as "we" and "our".
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The posts cover Champion's move from an engineering-only team to a full go-to-market org, its algorithm for identifying customer champions, and 2025 results including 100% gross revenue retention and roughly 130% net revenue retention in the enterprise segment.
In the 2025 recap, Reekers says Champion "locked in our value within the Salesforce ecosystem" while partnering with enterprise organizations to scale their customer marketing.
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Marketers should ask whether the relationship involves an agreement, certification, or payment.
Reekers says they "love being part of Refinery Ventures X15", described as a group of Midwest operators and founders, and thanks the Refinery team and named individuals for a Cincinnati summit they attended.
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Marketers should ask whether the arrangement is membership, investment, or something else.
Jeff Reekers writes in public about building Champion, a customer-marketing and advocacy software company.
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The easiest way into the work is the recurring "Weekly retro building Champion" post.
Each installment uses the same headings—Reflections, Learnings, Action—so readers can quickly find the lesson and the next step.
Start there for the working habits; read the account-executive story about a competitor demoing AI-generated features for the clearest example of the argument they return to most often: a customer who can vouch for what a product actually does is the one form of proof a competitor cannot fake.
The year-in-review makes the commercial case, with retention figures and Salesforce ecosystem positioning.
The Midwest positioning post and the lighter onsite-week post show a different register—regional strategy and self-aware humor—and credit other people's frameworks by name.
Across the posts, the tone is founder-reflective: short, first-person pieces, each with one idea and an action or stated mission.
The posts here are LinkedIn posts from 2025 into 2026; ask for long-form articles, talks, or earlier material if those are important to your evaluation.
Works the same territory as Reekers from the customer-marketing side: getting more revenue from existing customers, naming specific programs such as going wider inside an account and following a departing contact to a new company, and arguing that customer marketers should collaborate with revenue operations across the customer journey.
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Both write first-person accounts of deals won and lost rather than abstract advice.
Scorsone writes from inside a revenue-ops role and a personal losing-deal moment, with detailed coverage of program mechanics and playbooks. Reekers writes from the founder side, pairing the same customer-proof argument with company results, product strategy, and category positioning.
Shares the central sales idea—that the customer champion, not the seller, carries a deal through the rooms the seller is not in—and writes about arming that champion with the business case, ROI, and customer success stories.
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Both teach through short first-person posts built around real selling moments.
Lewis writes about the individual seller's experience, including motivation, resilience, and team culture, in an encouraging register. Reekers frames champions as company-level infrastructure and connects them to product and market strategy.
Also publishes a numbered, repeatable series about applying AI to a concrete business problem, showing the working steps and questions asked along the way rather than only the conclusion—the same instinct Reekers shows when applying an outside framework to their own company.
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Drobik's series is a hands-on build-in-public exercise with named steps, a course structure, and self-run math on time saved. Reekers's posts stay at the level of company strategy and market argument rather than walking readers through a build.
The only measured audience figure is a LinkedIn following of 14,794, recorded on 11 October 2026.
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Posts cover building Champion, customer marketing, customer advocacy and using customer champions as verifiable proof in sales, alongside candid operating notes on company building, hiring and Midwest start-up networks.
That makes the audience a plausible fit for a customer-advocacy-led sales campaign or a talk on turning champions into proof, but doesn’t confirm that decision-makers with budget for those issues are in the room.
Before committing, ask for recent LinkedIn audience demographics (function, seniority, industry, company size, geography) and engagement figures for posts on customer advocacy, customer marketing and sales-proof themes.
LinkedIn followers
14,794
LinkedIn profile follower count as recorded in the account snapshot · 2026-10-11
Jeff Reekers’s posts focus on building Champion, a customer-marketing and advocacy company, and cover customer champions, go-to-market strategy, team-building, and the Midwest startup scene—not brand collaborations.
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They mention no sponsorship, paid-partnership, or media-kit offering, so there’s no published format, rate, audience package, or deliverable to assess for a campaign.
Discuss any partnership directly rather than assuming one from the posts.
Their subject-matter expertise in advocacy, proof, and customer champions may suit a B2B SaaS talk or advisory engagement.
The strongest fit is a B2B SaaS company rebuilding a customer-advocacy-led sales motion and looking for a talk on turning customer champions into verifiable proof.
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Reekers meets that need directly.
The clearest example is an account story: an account executive was close to a near-six-figure deal when a competitor assembled a long list of features with AI tools and demoed them as if they had already shipped.
The buyer could not tell the difference.
The rep brought in a customer who had used the competitor's product months earlier and could say firsthand what was real.
Reekers uses that story to argue that a roster of customers who can vouch for delivery is becoming proof infrastructure—the exact argument a talk for this need should make.
A talk can build on three layers their posts already describe: the deal that was nearly lost; the retention results that back the same belief at company level, 100% gross revenue retention and roughly 130% net revenue retention in the enterprise segment; and the operating routine for reaching the buying committee.
Reekers names executives, champions, procurement, legal and technical reviewers as separate voices, each needing a planned approach.
Two further details help a planner.
First, they describe an algorithm that helps customers identify their own champions and call it a strengthening moat, giving the talk a concrete product-level discussion point rather than an abstract philosophy.
Second, the recurring public retro format, with Reflections, Learnings and Action headings, offers a ready-made teaching structure a brand can borrow for a breakout session or follow-up asset.
Reekers also publicly credits named colleagues and customers, suggesting panels or joint sessions will read as authentic.
Two points need resolving before booking.
Their posts do not establish speaking history, so ask about previous talks.
The only audience figure available is a LinkedIn following of 14,794, with no breakdown by job function, seniority, industry or geography; request audience demographics before committing budget.
When to choose a specialist
A consumer brand seeking a paid short-form video partnership aimed at a young lifestyle audience is a poor fit based on Reekers's posts.
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Three reasons stand out.
First, their posts do not mention a sponsorship, paid-partnership or media-kit offering.
There is no published format, rate, audience package or deliverable to slot into a campaign plan, so ask directly whether they offer these and what terms they would require.
Second, the posts are entirely written LinkedIn posts aimed at founders, go-to-market leaders and customer-marketing practitioners.
They cover retention, advocacy, buying committees, category creation and company building.
There is no video, short-form, visual or entertainment format, and no lifestyle or consumer-facing work.
The posts offer no basis for judging whether Reekers is comfortable on camera in a consumer idiom.
Third, the audience signal is a single scale number.
The posts provide no demographic, engagement or performance data to support reach claims, so a consumer brand would be paying for an audience whose composition is unknown.
A related weak fit is any B2B campaign that buys distribution rather than expertise: if the ask is guaranteed impressions, sponsored placements or paid-media reach, Reekers's posts offer no basis for it.
Reekers is a subject-matter fit for advocacy, customer marketing and proof-led selling, not for consumer lifestyle content or reach-based media buying.
A worked campaign example
Campaign angle for a B2B SaaS company whose sales cycle stalls because buyers cannot separate demonstrated capability from promising demos: proof you can contact beats proof you can claim.
The recommendation is a 25-minute keynote followed by a 40-minute working session with the customer-marketing and sales-enablement leads, delivered in one afternoon rather than as a single stage slot.
The keynote carries three sections.
Open with an account story from Reekers's posts, without naming the customer, and stop when the buyer cannot tell the two demos apart—the moment the audience will recognise from its own pipeline.
Second, show what changed: the rep brought in a customer who had used the competitor's product and could describe firsthand what was real, and the deal closed.
Third, widen the argument with the retention figures in the posts: 100% gross revenue retention and roughly 130% net revenue retention in the enterprise segment.
They make the case that the same proof habit shows up in expansion numbers, not only rescue moments.
Close by connecting the theme to growing attention on human verification, which Reekers ties to Y Combinator's Requests for Startups and is current enough to engage a live audience sceptical of vendor arguments.
The working session turns the keynote into something the client can use.
Reekers maps the buying committee in the client's own deals using the structure in their posts—executives, champions, procurement, legal and technical reviewers.
The room identifies which voices the client currently has no contact with and which existing customers could cover the gaps.
The client leaves with a named list of customers who could serve as verifiable references for each buying-committee role, plus a short internal memo format for briefing those customers before they speak to a prospect.
That worksheet is the deliverable; the talk alone is not.
Set practical terms in advance: ask for a short pre-call with the sales leader to gather the client's own stalled-deal stories for the keynote or working session; keep the customer story from Reekers's posts anonymised; and get written permission before any client-specific detail appears in a recording.
Measure success by usable reference customers identified per buying-committee role, not audience reach.
The only figure available is a LinkedIn following of 14,794, with no composition or engagement data, so ask for audience data if reach matters.
Reekers's posts do not mention speaking history; ask about previous talks and scope a first appearance as a single session with a debrief before a larger commitment.
Their posts also do not mention a published partnership or inquiry route, so agree the arrangement directly rather than booking through a listed format.
If the client wants entertainment value or consumer reach instead, this is the wrong selection, and the alternative creator section should carry that tradeoff.
Choose Scorsone when the client wants a programme it will still be running a year after the talk, not a single stage slot arguing why customer proof matters.
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Scorsone writes about building the machinery: eleven years in a revenue-operations role, programmes for doing more business inside an existing account, a layer letting regional account owners swap success stories so a customer reference actually gets used, and following a departed contact to a new employer to open a door.
For a customer-marketing team that already believes champions matter but has no repeatable process for finding and deploying them, that account-level programme design is closer to the real work than a keynote on proof.
Scorsone also documents losing a deal to a buyer who went to a competitor, and turning that loss into playbooks for customer marketers, lifecycle marketers, revenue operations, and chief marketing and revenue officers, which suits a client that wants the unglamorous version of how advocacy programmes get built.
The tradeoff is scope and proof.
Scorsone's argument is about customer revenue orchestration across an account and a go-to-market team, not a single deal where a fabricated demo nearly won and a real customer saved it.
A client shopping for the sharpest short argument that proof you can contact beats proof you can claim should stay with Reekers, who brings the deal story, company-level retention figures and a named buying-committee routine to the same session.
Scorsone's posts here are first-person and personal, which reads well in a workshop but offers fewer structured specifics a sponsor can point to when asked why this session and not another.
Choose Lewis when the room is front-line sellers and first-line sales managers rather than customer-marketing leadership, and the session needs to move people as well as inform them.
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Lewis's deal post makes one argument cleanly: deals are rarely won in the room where the pitch happens, so the job is not to convince the champion but to arm them with the business case, the ROI, customer success stories and prepared answers to the objections that are coming.
That fits a sales kickoff or enablement session where the ask is a specific field behaviour rather than a market argument.
The reviewed set also includes a first-person post about a hard morning, a teammate's note, and the difference between a dashboard and what people carry, giving a client a second, culture-facing theme to pair with the craft session if the internal audience is a sales team under pressure.
The tradeoff is depth of specifics.
Lewis presents the champion argument as a lesson from sales experience; the posts here lack the deal detail, retention figures and buying-committee mapping a client can quote when an internal sponsor asks why this talk.
Reekers's version of the same theme comes with a specific near-six-figure account, gross and net retention numbers for the enterprise segment, and a routine for mapping executives, champions, procurement, legal and technical reviewers.
A client that needs defensible specifics should treat Lewis as the motivating half of a programme rather than the whole argument.
Choose Aleksandra D. when the client wants a method its own team will run after the session, or when the budget sits with learning and development or people operations rather than sales.
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The posts walk through a decision guide for whether a problem is a good candidate for an AI proof of concept, testing tool gap, process bottleneck, process gap, skill gap, motivation, communications breakdown and product issue in turn.
They then build a business case with actual arithmetic: thirty minutes of manager preparation before each one-to-one, twice a month across a team of eight, eight hours a month, and what is recovered if that drops by a third.
A company that wants its staff to repeat the exercise on its own problem gets a tested, step-by-step scaffold instead of an argument, and the public series makes the reasoning easy to inspect before committing.
The tradeoff is subject and maturity.
Aleksandra D.'s posts here are about AI-assisted goal setting and one-to-one preparation, not customer advocacy or selling, so they do not answer the campaign question about turning customer champions into verifiable proof.
The business case is explicitly unfinished: the series ends with the author saying there is no organisation on the other end of the pitch yet and that the next step is a fellowship in process improvement, so the numbers are prospective and a client cannot borrow a proven outcome.
Use this option when the need is process design for an internal AI pilot with a public walk-through of the reasoning; it is a poor substitute when the need is a sales-proof argument.
Jeff Reekers's LinkedIn posts here include five posts published between 31 December 2025 and 2 October 2026: two weekly "Building Champion" retrospectives, a year-in-review, a post on Midwest positioning, and a deal story about a competitor's AI-built demo.
These posts inform the ideas, brand relationships, campaign fit, and similar-creator sections.
Identity information comes from Reekers's LinkedIn profile.
Jeff Reekers's posts here do not document books, shows, talks, earlier work, sponsorship or partnership offers, or audience composition, so speaking history, media formats, and any paid-partnership terms remain open questions rather than findings.
Similar-creator comparisons draw on two posts each by Gianna Scorsone, Nayaja Lewis, and Aleksandra D.
