# Kerrie Luginbill

Kerrie Luginbill works on positioning and go-to-market strategy for B2B professional services firms, including how they define their ideal clients, package services, and build more focused sales and marketing systems.

- Profile: https://b2binfluencer.marketing/creators/kerrie-luginbill/
- LinkedIn: https://www.linkedin.com/in/kerrieluginbill
- Topics: go-to-market-strategy, business-development, positioning
- Based on 13 dated posts, latest 2026-10-07

## Summary

Kerrie Luginbill helps B2B professional services firms refine positioning and go-to-market strategy.

- Best for: A B2B professional services firm seeking clearer offers, focused prospecting, and less referral dependence.
- Not for: A consumer ecommerce brand needing short-form video, reach, follower growth, or direct-to-consumer conversion.
- Check first: Confirm your need is B2B professional services positioning and go-to-market strategy.

### Takeaways

- Positioning is only half the job; the service also has to be buyable.
- A sales list should be small enough that every name has a reason now.
- A single strong referral channel is efficient and fragile.

## Main ideas

- **Positioning is only half the job — the service also has to be buyable**: Kerrie Luginbill argues that positioning is often framed as the question of what a firm does best, but the prior question is whether the service can be bought at all. Buyers now diagnose their own problems, compare approaches, and ask trusted contacts for recommendations before speaking to a firm. A vague, highly customized service that takes three calls to explain adds friction just as the buyer is deciding whether to raise a hand. The fix is to package the service so buyers can recognize their problem, the solution, how the engagement works, and what they will receive.
- **Two kinds of professional services firms: those that help clients avoid risk and those that help clients build value**: Drawing on a positioning project, Kerrie Luginbill distinguishes between firms whose expertise lies in reducing risk — compliance, prevention, protection, avoiding negative outcomes — and those whose expertise lies in creating something new, finding opportunities, or driving transformation. They argue that this orientation tends to carry into how a firm runs its own business: one that spends all day looking for what could go wrong may be more cautious about placing its own growth bets. Luginbill presents this as a hypothesis with exceptions, not a universal truth, and suggests it may belong alongside industry, revenue, and maturity when defining fit.
- **A sales list should be small enough that every name has a reason to be contacted now**: Kerrie Luginbill argues that a salesperson's time is one of the most expensive and valuable resources in a growth system. Handing over as many names as possible and asking reps to manufacture relevance gets it backwards. The work is to filter hard for relevance, intent, urgency, and live trigger events — and accept a much smaller list if each account comes with a specific, current reason to start a conversation.
- **Being willing to tell a prospect not to hire you is part of selling expertise**: Kerrie Luginbill argues that firms cannot sell professional services well if they are afraid to turn down work. Not every project or client is the right fit, and the sales conversation is one of the first chances a prospect has to experience the firm's expertise. The advice should be the same as it would be if no deal were on the line.
- **A single strong referral channel is efficient and fragile**: Kerrie Luginbill describes a recurring pattern: one referral partner, founder network, association, or platform starts producing warm business, so a firm keeps feeding it because it is efficient and trust is already established — until something outside the firm's control changes. The recommendation is not to abandon a working channel but to market alongside it, spreading the trust it generates across more channels before the pipeline needs them.

## Work to read

- [Narrow 50 prospects to the four worth contacting](https://www.linkedin.com/posts/kerrieluginbill_we-started-with-50-companies-that-looked-activity-7512942250574868480-_-zb)
- [Positioning and a buyer’s appetite for risk](https://www.linkedin.com/posts/kerrieluginbill_i-was-recently-working-on-a-positioning-project-activity-7504192100494798848-Phsg)
- [Make a service understandable before the first call](https://www.linkedin.com/posts/kerrieluginbill_ive-noticed-my-work-creeping-further-and-activity-7508260614897610753-t0nv)
- [Tell a prospect when not to buy](https://www.linkedin.com/posts/kerrieluginbill_i-dont-think-you-can-sell-professional-services-activity-7513245919790739456-L-Lf)
- [Reduce dependence on a single referral channel](https://www.linkedin.com/posts/kerrieluginbill_i-was-talking-with-a-firm-this-week-that-activity-7513609550743298048-5P4M)

## Brand relationships

- **Clay** (mention)
- **OTM** (mention)

## Partnerships

Kerrie Luginbill focuses on strategic growth for B2B professional services, including how firms can scale established referral networks and ecosystem partnerships. That takes deliberate effort to share expertise and build visibility across channels, reducing reliance on a single referral source.

## Alternatives

- A business-development system for a defined offer: Choose this approach when the firm knows what it sells but needs a more consistent way to find and advance opportunities. The posts describe narrowing target accounts, building outreach and referral routines, and assigning each active opportunity a specific next step, owner, and date. A pipeline-visibility post separates active, stalled, waiting, and false opportunities; a business-development overview shows how those processes fit together.
- Demand measurement and operating discipline: Choose this approach when the key challenge is understanding future demand and connecting it to staffing, revenue, and management decisions. A post on services-firm demand data explains why timesheets reveal past capacity use but not necessarily what work is coming, and suggests building opportunity records from business activity. A post on operating discipline focuses on regular reviews, reliable numbers, and accountability.
- Focused outbound for a clear target: Choose this approach when the firm is ready to test outbound and needs to identify whom to contact and why now. A lookalike-account example starts with a best client’s buying trigger, decision-maker, and problem, then recommends a small set of similar companies over a broad, generic list. A post on AI and outbound infrastructure argues that targeting and judgment matter more as tools automate parts of execution.

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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/