# Mike Martinussen

Mike Martinussen is a B2B go-to-market and revenue advisor who helps companies improve sales execution, build scalable sales processes, and strengthen revenue leadership. Their work includes GTM audits and reboots, sales-team coaching, and fractional sales leadership.

- Profile: https://b2binfluencer.marketing/creators/mike-martinussen/
- LinkedIn: https://www.linkedin.com/in/mikemartinussen
- LinkedIn followers: 4,162
- Topics: artificial-intelligence, leadership, sales, startup, revenue-operations, ai-in-sales, go-to-market-strategy, sales-leadership, b2b-sales, sales-forecasting, sales-coaching, founder-led-sales
- Based on 9 dated posts, latest 2026-09-17

## Summary

Useful for B2B SaaS sales execution and revenue leadership advice, including GTM audits and fractional sales leadership.

- Best for: A B2B SaaS company scaling founder-led sales seeking fractional CRO support or a 90-day GTM reboot.
- Not for: Consumer wellness or personal-finance campaigns needing demographic guarantees, disclosed sponsored posts, or proven reach.
- Check first: Confirm client outcomes, recent post engagement, audience data, and whether they accept sponsorships.

### Takeaways

- Technology can accelerate a sales strategy, but it cannot replace one.
- Selling capacity, not headcount, is the metric Martinussen wants revenue leaders to manage.
- Name the problem, diagnose it first, then commit to the fix.

## Main ideas

- **Technology can accelerate a sales strategy, but it cannot replace one**: This is Martinussen's most repeated position. Recalling the walk to their first sales job in 1994, after finishing a Master's degree, they list what the job involved (cold canvassing, prospecting, advising clients, handling rejection, learning to listen) and what did not exist then: CRM systems, LinkedIn, AI assistants, sales automation platforms, intent data, digital playbooks. Modern tools identify opportunities, automate tasks, analyse data and lift productivity, but they change the speed and scale of selling rather than the basis of the buying decision. People still buy from people; trust, relationships and curiosity still matter. AI and automation enable the work, but do not replace leadership, accountability and hands-on execution.
- **Selling capacity, not headcount, is the metric Martinussen wants revenue leaders to manage**: Martinussen proposes that the most important SaaS KPI is one hardly anyone measures: selling capacity, or how much productive selling time an organisation creates and reinvests in winning deals, rather than how many salespeople it employs. Their reasoning is that AI and automation are already giving time back to sales teams, so the real question is what happens to that time. They set out four possible uses (more prospecting, more customer conversations, more deal coaching, higher win rates) as choices leaders have to make, not gains that arrive automatically. They predict the next generation of revenue leaders will focus less on adding headcount and more on maximising selling capacity.
- **Name the problem, diagnose it first, then commit to the fix**: Martinussen organises the practice around four specific problems rather than a broad service list: unpredictable forecasts, the founder-led growth trap, high-risk VP Sales hires and underperforming sales managers. Each pairs a symptom with an approach: qualification frameworks to separate real deals from wishful thinking; translating founder magic into a process-driven commercial model; building sales infrastructure before a senior hire starts; and coaching super-sellers into coaches who drive pipeline discipline. Both engagement models, a 90-day GTM reboot and fractional sales leadership, begin with a two-week audit to diagnose what is limiting growth before any longer commitment. This fits Martinussen's view that people buy from people: process makes the human fundamentals repeatable.

## Work to read

- [Martinussen GTM & Revenue Advisory: what the firm fixes and how engagements start](https://www.linkedin.com/posts/mikemartinussen_b2bsales-gtmstrategy-fractionalleadership-activity-7478081214214717441-9MBT)
- [Selling Capacity as a SaaS KPI](https://www.linkedin.com/posts/mikemartinussen_saas-salesleadership-revops-activity-7472566403674390528-ah_o)
- [A first sales job, thirty-two years later: what Martinussen says hasn't changed](https://www.linkedin.com/posts/mikemartinussen_salesleadership-b2bsales-leadership-activity-7470443528670838784-RaWf)

## Brand relationships

- **Martinussen GTM & Revenue Advisory** (disclosed_partnership)

## Partnerships

Martinussen's posts show first-person commentary on B2B sales and revenue leadership, plus a description of their commercial advisory services. They do not describe a sponsorship or brand-partnership program, editorial sponsorship policy, rate card, audience or placement specifications, disclosed sponsored example, or route for brands to request sponsorship. Ask directly whether they accept sponsorships and what formats they offer.

## Alternatives

- Kate Redfern: Choose Kate Redfern when the main need is to improve how an existing team sells. In a post introducing Omni Enablement, Redfern describes fractional revenue-enablement and sales leadership, manager coaching, BDR/SDR strategy, onboarding, methodology rollouts and QBR design. Another post argues that executive buyers often arrive informed, so sellers should offer relevant perspective rather than march through a seller-led checklist. Redfern is a closer fit when the market and direction are set but seller consistency, coaching or buyer conversations need work. See Redfern’s Omni Enablement overview and her post on executive buyers.
- Cory Bruscia: Cory Bruscia is a useful choice when a founder needs to make the case for building a sales foundation before adding headcount. One post spells out the missing pieces that can make hiring fail: a defined sales process and ICP, consistent messaging, qualification, CRM discipline, forecasting, onboarding and coaching. Another reframes AI adoption as a role-design question: what work should technology take over, and how should sellers use the time for customer conversations, diagnosis and deal strategy? Read Bruscia on building the sales foundation and Bruscia on redesigning sales work around AI.
- Doug Davidoff: Choose Doug Davidoff when the problem is deal execution rather than the overall sales model. One post breaks deal management into practical tasks: assess opportunity quality, map the buying group, coordinate internal specialists, agree on next steps and address obstacles. Another treats pipeline as a portfolio, urging sellers to qualify the intensity of the buyer’s problem, identify the full decision group and assess their competitive position before investing more time. See Davidoff on running a deal and Davidoff on managing pipeline quality.

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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/