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.
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.
Key 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.
Check first: Confirm client outcomes, recent post engagement, audience data, and whether they accept sponsorships.
Main ideas
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
Mike Martinussen is a B2B go-to-market and revenue advisor whose posts focus on making sales execution more predictable.
They describe work on founder-led growth, sales processes, forecasting and revenue leadership.
Their advice ranges from a practical offer—a two-week GTM audit—to a broader view of sales: technology can help teams work faster, but it cannot replace trust, leadership or execution.
Martinussen connects sales operations to the time and judgment people bring to selling.
In one post, they argue that AI and automation matter for the selling time they free up—and for whether teams reinvest it in prospecting, customer conversations, deal coaching or improving win rates.
Another post applies the same people-first perspective to a career reflection, contrasting newer sales tools with enduring fundamentals such as listening, trust and relationships.
A service post turns these themes into specific problems and proposed responses, including qualification frameworks for unreliable forecasts and building infrastructure before a senior sales hire.
Together, the posts offer a way to think about revenue work and concrete examples of the advisory services Martinussen describes.
Ask for the full article to assess its broader argument.
Mike Martinussen's ideas circle one claim: the tools of B2B selling keep changing, but what decides a deal does not.
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Drawing on personal career experience, they argue that trust, relationships, listening and hands-on execution still carry the sale; AI and automation mainly return time to sales teams rather than replace judgement; and revenue leaders should start managing how much productive selling time a company creates and reinvests. The advisory work follows the same logic: name the specific problem, diagnose it in a short audit, then commit to a fix.
Technology can accelerate a sales strategy, but it cannot replace one
This is Martinussen's most repeated position.
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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.
The post's closing line, "Technology can accelerate a strategy. It cannot replace one," and the fundamentals Martinussen says have not changed in three decades.
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.
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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.
The four options Martinussen offers for using the time AI returns, framed as an allocation decision rather than a productivity claim.
The post points to a longer article that develops the argument. Ask to see it before assessing selling capacity as a fully worked framework.
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.
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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.
The forecast problem and its qualification-framework answer, plus the two-week audit that begins both the reboot and the fractional leadership option.
This is the clearest statement of what Martinussen sells.
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Start here to see whether the offer matches your problem before reading about method or philosophy.
Martinussen describes the advisory practice as bridging commercial ambition and execution, organised around four problems: unpredictable forecasts, the founder-led growth trap, high-risk VP Sales hires, and underperforming sales managers.
Qualification frameworks separate real deals from wishful thinking; a process-driven commercial model addresses founder-led growth; sales infrastructure reduces hiring risk before a senior hire starts; and coaching helps sales managers move from selling themselves to coaching others.
Two engagement formats are named: a 90-day GTM Reboot with audit, design, and implementation at a fixed price, and fractional sales leadership (fractional CRO or VP Sales) to run an existing team without the cost of a full-time executive.
Both start with a two-week GTM Audit to diagnose what is limiting growth, with no long-term commitment.
Before recommending the offer, ask for client examples, results, and the reboot price.
For brands planning a campaign
For a B2B SaaS company scaling founder-led sales, this post maps almost directly onto the need: the founder-led growth trap and pre-hire infrastructure work speak to a founder still carrying the sales function, while fractional CRO/VP Sales is the named alternative to a full-time hire.
The two-week audit is a natural, low-risk first step for a campaign targeting that company.
Because the post is the firm's own marketing copy, verify its outcome claims in a direct conversation before making a recommendation.
This is the single idea Martinussen most wants revenue leaders to adopt.
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Read it to understand the argument behind the advisory work, not just the service list.
Martinussen argues that the most important SaaS KPI is one few teams measure: selling capacity, defined not as headcount but as the amount of productive selling time the organisation creates and reinvests in winning deals.
AI and automation return time to sales teams; the question is how they use it.
Martinussen lists four possibilities: more prospecting, more customer conversations, more deal coaching, or higher win rates, presenting them as choices rather than automatic gains.
The prediction is that the next generation of revenue leaders will focus less on adding headcount and more on maximising selling capacity.
For brands planning a campaign
For an operational rather than promotional campaign, this is the strongest hook in the reviewed set: it gives a brand a named metric to adopt and a diagnostic question buyers can apply to their own teams.
It also frames AI tooling as a capacity question, which fits SaaS audiences.
The referenced article is missing; obtain it or present the idea as Martinussen's stated position, not as a fully evidenced framework.
This post explains where Martinussen's views come from and what they consider non-negotiable.
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Read it first for the philosophy behind the advisory offer.
Martinussen recounts walking the same street they walked to their first sales job in 1994, after finishing a Master's degree, and lists what the job involved: cold canvassing, prospecting, advising clients, handling rejection, and learning to listen.
The post contrasts the tools of that period, when there were no CRM systems, LinkedIn, AI assistants, sales automation platforms, intent data, or digital playbooks, with what technology does now: identify opportunities, automate workflows, analyse data, and increase productivity.
The conclusion is that the fundamentals have not changed: in B2B sales, people buy from people, and trust, relationships, and curiosity still matter.
Martinussen says AI and automation are powerful enablers but not substitutes for leadership, accountability, and hands-on execution, adding that technology can accelerate a strategy but cannot replace one.
The post asks readers to share a lesson from the start of their own careers.
Thirty-two years in sales is the only career-length figure stated in the post.
For brands planning a campaign
This piece shows a personal, reflective register alongside the advisory pitch, and it is the most shareable of the three for sales leaders rather than buyers.
It supports a campaign angle built on experience and judgement over tooling, while the closing question offers a ready-made engagement prompt.
It demonstrates credibility and voice but contains no service detail, so it should support a decision, not justify one on its own.
People still buy from people: fundamentals over tooling
In a career-reflection post, Martinussen walks the same street they took to their first sales job in 1994 and contrasts that era — cold canvassing, prospecting, a mandatory suit and tie, no CRM, no LinkedIn, no AI assistants or intent data — with today's tooling.
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Their argument: technology can identify opportunities, automate workflows and analyze data, but trust, relationships and curiosity still decide B2B deals.
AI "can accelerate a strategy.
It cannot replace one."
Contrasts a personal memory with a list of modern sales technologies, names the constants that survived the change, and closes by asking readers to share their own early-career lesson.
For brands planning a campaign
A credible voice for brands positioning sales technology as support for, not a replacement for, human judgment. Good fit for AI-enablement or sales-tech campaigns that need to avoid overclaiming, and for coaching or process offers competing on execution rather than features.
Martinussen argues that the most important SaaS KPI may be one hardly anyone measures: "Selling Capacity" — not how many salespeople an organization has, but how much productive selling time it creates and reinvests in winning deals.
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With AI and automation returning time to teams, they ask what happens to that time: more prospecting, more customer conversations, more deal coaching, or higher win rates. Their prediction is that the next generation of revenue leaders will focus less on adding headcount and more on maximizing selling capacity.
Proposes a metric, turns it into concrete allocation choices, and asks whether it will become a core SaaS KPI.
The post points to a longer article that isn't available here. Ask for the article to assess the full argument behind the metric.
For brands planning a campaign
A natural topic fit for revenue operations, sales-productivity and enablement vendors: it turns AI time savings into an allocation decision rather than a headcount question. The open question also invites audience replies, suiting sponsored discussions, newsletters or webinars.
The advisory post lists the specific issues it targets: unpredictable forecasts, addressed with qualification frameworks that separate real deals from wishful thinking; the "founder-led growth trap" of translating founder magic into a scalable, process-driven commercial model; high-risk VP Sales hires, de-risked by building the infrastructure first; and underperforming sales managers, addressed through coaching that turns "super-sellers" into elite coaches who drive pipeline discipline.
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Organizes the offer around recognizable business problems rather than service categories, pairing each symptom with an approach.
For brands planning a campaign
These four problems map onto distinct product categories — forecasting and pipeline tools, sales onboarding and enablement, and manager coaching — giving a brand a specific problem to address in content, a webinar or a co-authored piece. Martinussen's phrasing offers a ready-made campaign problem statement.
Audit-first advisory: the 90-Day GTM Reboot and fractional sales leadership
Their practice, Martinussen GTM & Revenue Advisory, sells two engagement models: a 90-Day GTM Reboot covering audit, design and implementation at a clear fixed price, and fractional sales leadership (Fractional CRO or VP Sales) that brings executive experience to run a team and drive revenue without full-time C-suite cost or long-term commitment.
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Both begin with a two-week GTM audit intended to pinpoint what is limiting growth, with no long-term commitment required.
Diagnosis before commitment: a short, fixed-scope audit leads into a fixed-price 90-day program, with fractional leadership as the lower-commitment alternative to a full-time hire.
For brands planning a campaign
Shows the commercial model a brand would be partnering with, not just the content voice.
A short paid diagnostic leading to longer engagements suits co-marketing built around an assessment, benchmark or audit-style resource.
The fractional option also appeals to founder-led companies where a full-time sales leader is premature.
One business connection appears in Martinussen's posts: Martinussen GTM & Revenue Advisory, the advisory firm they write about in their own posts, offering a 90-day GTM reboot, fractional sales leadership, a two-week GTM audit, and sales-manager coaching.
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They present the firm's work as "we" and ask readers to message them.
Ask whether they own, run or contract with the firm.
No clients, sponsors, affiliate programs, or investments are named in the posts.
Martinussen GTM & Revenue Advisory
Disclosed partnership
Martinussen GTM & Revenue Advisory's post speaks for the firm in the first person plural ("At Martinussen GTM & Revenue Advisory, we bridge the gap between commercial ambition and execution") and lists its services: fixing unpredictable forecasts with qualification frameworks, translating founder-led growth into a process-driven commercial model, de-risking VP Sales hires, coaching sales managers, a fixed-price 90-day GTM Reboot with audit, design and implementation, fractional sales leadership (fractional CRO/VP Sales), and a two-week GTM audit to open an engagement.
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The post closes with an invitation to send a direct message for a virtual coffee. Ask Martinussen whether they own, lead or contract with the firm.
Mike Martinussen writes about B2B selling as a craft that tools change but do not replace.
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To explore the work, start with two short argument posts: one uses a walk down the street of the first sales job in 1994 to separate the constants (trust, relationships, listening) from the technology that has since arrived, and one proposes "selling capacity" — productive selling time created and reinvested into deals — as a SaaS metric revenue leaders should manage instead of headcount. The third piece shifts from argument to practice, describing the four problems the advisory work targets (unpredictable forecasts, the founder-led growth trap, high-risk VP Sales hires, underperforming sales managers) and the two ways they engage: a fixed-price 90-day GTM reboot and fractional CRO or VP Sales leadership, both starting with a two-week audit.
Both write for companies whose commercial results depend on how the sales team is built and run, and both sell fractional leadership rather than a full-time hire.
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Redfern's launch post for Omni Enablement frames the offer the same way Martinussen frames theirs: a single engagement that covers several roles a company would otherwise staff separately — enablement director, sales director, trainer, coach, BDR leader, GTM strategist — and both organise the pitch around named organisational problems rather than a service menu. Both also argue that sellers who follow their own process instead of the buyer's buying cycle lose access to senior stakeholders.
Redfern's entry point is enablement: training that changes behaviour, methodology rollouts such as MEDDPICC and Challenger, onboarding and ramp programmes, BDR/SDR roadmaps, QBR design, and quoted performance gains across large sales organisations.
Martinussen stays at the commercial-model level — forecast reliability, the founder-led growth trap, de-risking a senior sales hire — and leads with a diagnostic audit rather than a training curriculum.
A reader choosing between them is choosing between rebuilding capability through programmes and reworking the revenue model through diagnosis and fractional leadership.
Bruscia makes two arguments that overlap closely with Martinussen's.
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The first is that hiring more salespeople does not fix a missing sales foundation — no documented ICP, messaging, qualification method, CRM discipline or coaching — and that adding reps to an unstructured team makes the problem more expensive; Martinussen's forecast and infrastructure point reflects the same concern about process preceding headcount.
The second is that the useful question about AI in sales is not how to get reps using more of it but what reps should stop doing once it handles account research, call summaries, follow-ups and CRM updates.
Martinussen's selling-capacity post makes the same move, turning AI time savings into an allocation decision about productive selling time.
Bruscia writes directly to founders in tight, prescriptive lists about building the sales system and redesigning the rep role, and stays inside sales-organisation design. Martinussen brings a three-decade career frame, a named advisory practice, and a service model — audit first, then a 90-day GTM reboot or fractional CRO leadership — so their AI argument about selling capacity sits alongside forecast, hiring and manager-coaching problems rather than standing as a role-design thesis on its own.
Davidoff also treats sales execution as a discipline that erodes when reps stop actively running their deals, and shares Martinussen's habit of diagnosing specific failure points instead of offering generic encouragement — longer cycles, lower win rates and weaker pricing show up in both accounts.
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The pipeline-as-portfolio argument — that reps should work the right deals rather than every deal and score them on pain intensity, buying-committee mapping and honest competitive position — sits in the same territory as Martinussen's qualification frameworks, which separate real deals from wishful thinking.
Davidoff teaches at the level of the individual deal and the rep's weekly choices, with frameworks, scoring routines and self-diagnostic questions a salesperson can apply immediately.
Martinussen addresses the company's revenue system — how forecasts are built, whether the founder is still the sales engine, when to hire a sales leader, and whether selling capacity is being reinvested — and sells fractional executive leadership rather than rep-level coaching.
A reader who wants to run better deals should read Davidoff; one deciding how to structure a sales organisation should read Martinussen.
The only measured audience figure stated in the posts here is Mike Martinussen's LinkedIn follower count: 4,162 as of 8 October 2026.
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The posts here do not publish platform demographics, engagement rates, impressions, or audience survey results, so nothing here shows where those followers are based, their job titles or seniority, or the size of companies they work for — the attributes needed for a campaign aimed at B2B SaaS buyers.
The posts do show the kind of reader the content is written for: three posts from 10 June, 16 June and 1 July 2026 address sales leadership fundamentals, a proposed "selling capacity" SaaS metric, and Martinussen GTM & Revenue Advisory's offers (90-day GTM reboot, fractional CRO/VP Sales, sales-manager coaching, founder-led growth).
That is content appeal — an indication of the topics a sales and revenue-operations readership responds to — not a sign of who actually follows Mike Martinussen.
Practical implication for a buyer: this section can confirm topic alignment and a modest following, but it cannot yet confirm that the audience matches a specific target segment.
Before committing budget, ask for recent post impressions and engagement broken down by comparable topic and format, and ask whether Martinussen holds audience survey data covering seniority, function and company size.
If the placement depends on reaching a specific geography, age band or gender split, request platform analytics data rather than relying on follower totals.
Martinussen's posts show first-person commentary on B2B sales and revenue leadership, plus a description of their commercial advisory services.
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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.
Strong fit. This is the clearest match in the posts. Start with a direct conversation and a request for client examples, not a paid commitment based on the posts alone.
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Brief
A B2B SaaS company scaling founder-led sales wants to assess Mike Martinussen for fractional CRO support or a 90-day GTM reboot.
Reasons
Martinussen’s advisory post names the exact problem in this brief: the founder-led growth trap. The proposed fix is to translate founder magic into a process-driven commercial model and build sales infrastructure before a senior hire starts. That is often the first job for a founder still carrying the sales function.
The same post names two engagement formats that match the brief: a fixed-price 90-Day GTM Reboot covering audit, design and implementation, and fractional CRO or VP Sales leadership. Both begin with a two-week GTM audit, letting the buyer test the diagnosis before making a longer commitment.
The selling-capacity post offers a practical operating idea rather than a generic service pitch. It asks what sales teams do with the time AI and automation return: more prospecting, more customer conversations, more deal coaching, or higher win rates. That is a useful lens for a founder-led sales model.
The career-reflection post sets the credibility register: more than three decades in sales, fundamentals over tooling, and the line that technology can accelerate a strategy but cannot replace one. That supports a message about disciplined execution rather than tool-led growth.
The posts align with topics that matter to sales and revenue readers—the audience this campaign needs to reach.
Limits
Martinussen’s posts show no client outcomes, references or case results. The advisory post is their own marketing copy, so verify directly the claims about fixing forecasts, reducing hiring risk and improving sales-manager performance.
The only measured audience figure is a LinkedIn follower count of 4,162. The posts provide no demographics, engagement rates, geography or job-title mix. Fit rests on topic and offer alignment, not proven reach.
The posts document no sponsorship formats. A campaign requiring paid sponsored placements needs a separate conversation.
The longer article linked from the selling-capacity post is not included. If a campaign relies on that metric, obtain the article or present it as a stated position, not a fully evidenced framework.
Next step
Ask for the sales-capacity article, two client examples with outcomes, and recent post-level engagement. If those check out, the two-week GTM audit is the natural first paid step.
When to choose a specialist
Poor fit as written. Don’t book without new evidence.
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Brief
A consumer wellness or personal-finance app wants a paid LinkedIn creator campaign reaching 100,000 or more professionals aged 25 to 45 in a named country, with demographic guarantees and disclosed sponsored posts.
Reasons
The posts cover B2B sales, revenue and advisory topics. None addresses consumer wellness, personal finance or a broad lifestyle audience.
The only measured audience figure is 4,162 LinkedIn followers. The posts provide no platform demographics, engagement rates, impressions or geography, so the campaign’s reach and audience-proof requirements cannot be met from the figures available.
The posts document no sponsorship programme, rate card, disclosure policy or sponsored example. There is no verified route for a brief requiring disclosed paid placements.
The message clash is direct. The post says AI and automation are enablers, not substitutes for leadership, accountability and hands-on execution. A campaign claiming AI can replace sales headcount would contradict Martinussen’s stated view.
What would change
Audience analytics showing a large share of senior sales and revenue leaders in the target country.
A documented sponsorship policy and at least one disclosed sponsored example.
A brief built around Martinussen’s actual topics, such as selling capacity or founder-led growth, rather than a generic reach buy.
A worked campaign example
Assets
A co-authored LinkedIn post from Mike Martinussen and the SaaS founder. Open with the founder-led growth trap, show the four allocation choices from the selling-capacity post, and close with a diagnostic question about how much selling time the founder personally creates.
A one-page GTM audit checklist covering qualification standards, founder-led pipeline, sales-manager coaching, and the trigger point for a senior sales hire. The checklist turns the advisory post’s four named problems into buyer-side questions.
A 30-minute virtual session or webinar in which Martinussen walks through the two-week GTM audit and what the first 90 days of a reboot cover. No long-term commitment.
Brief
B2B SaaS company scaling founder-led sales. The objective is to create qualified demand for fractional CRO support and a 90-day GTM reboot.
Call to action
Request the two-week GTM audit.
Campaign angle
Selling capacity is the founder-led growth metric you are not measuring.
Message
Technology can accelerate a strategy, but it cannot replace one. First, build a selling-capacity model the founder can stand behind. Then decide whether to address it with fractional leadership or a 90-day reboot.
Risks
The advisory post makes no client-outcome claims. Avoid adding any unless new evidence supports them.
Obtain the sales-capacity article or frame the metric as Martinussen's stated position.
If the campaign depends on paid sponsorship rather than Martinussen's own advisory content, ask for the partnership terms.
What to measure
Track qualified audit requests, session attendance, and post-level engagement from sales and revenue leaders. Review platform analytics before promising reach or a specific job-title mix.
Why it works
It combines the selling-capacity post with the advisory post's founder-led growth trap. The buyer is not asked to believe a tool fixes sales, but to measure how much productive selling time the founder-led model creates and decide where the returned time goes.
Choose Kate Redfern when the main need is to improve how an existing team sells.
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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.
Cory Bruscia is a useful choice when a founder needs to make the case for building a sales foundation before adding headcount.
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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?
Choose Doug Davidoff when the problem is deal execution rather than the overall sales model.
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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.
Mike Martinussen's three full LinkedIn posts cover a reflection on what has and has not changed since the first sales job in 1994, a proposal to make selling capacity a core SaaS metric, and the services offered by Martinussen GTM & Revenue Advisory: a fixed-price 90-day GTM reboot, fractional CRO or VP Sales leadership, and a two-week GTM audit that opens either engagement.
The posts have no publication dates, and the longer article linked from the selling-capacity post is not available here, so that idea is described only as far as the post itself sets it out.
Audience information is limited to a LinkedIn follower count for October 2026; there are no demographics, engagement figures, or geography.
The posts state no client outcomes or references, no pricing beyond the stated fixed-price reboot, and no documented sponsorship formats.
Mike Martinussen's posts do not say whether they represent earlier or other public work, so wider coverage of Martinussen remains an open gap for anyone who needs it.
