Sean O'Shaughnessey creates practical content about B2B sales and sales leadership. O'Shaughnessey co-hosts the Two Tall Guys Talking Sales Podcast and co-created the B2B Sales Lab, where salespeople and leaders discuss real sales challenges.
Useful for practical B2B sales and sales leadership content on forecast integrity, outbound systems, compensation, and AI.
Best for
B2B sales enablement vendor co-marketing webinar on forecast integrity through disciplined discovery.
Not for
Consumer or general-productivity brands wanting paid sponsorship with guaranteed impressions and verified demographics.
Key takeaways
Most forecast misses start in discovery, not at the close.
Performance is a production system, not a call quota.
Compensation plans, not salespeople, drive discounting and deal behavior.
Check first: Confirm co-marketing or paid partnership is acceptable and ask for audience and performance data.
Main ideas
Most forecast misses start in discovery, not at the close · Performance is a production system, not a call quota · Adding another tool does not fix a broken operating system
Sean O’Shaughnessey is a B2B sales and sales-leadership creator known for co-hosting the Two Tall Guys Talking Sales Podcast and co-creating the B2B Sales Lab.
Their posts focus on how sales systems work: discovery quality and forecast reliability, outbound processes, compensation incentives, and the role of AI in prospecting.
They describe the podcast as a weekly show with live audience participation and mark its 200th episode.
They present the B2B Sales Lab as a place for salespeople and leaders to discuss real problems and get practical advice.
Readers looking for concrete ways to think about sales operations and leadership can start with the forecast-integrity and outbound-system posts.
Sean’s distinctive approach in these posts is to look past visible sales activity and ask whether the underlying system produces reliable results.
In the forecast post, the issue is not simply a stalled deal: incomplete discovery can leave the business problem, cost of inaction, stakeholders, decision process, or dependencies undocumented, weakening the forecast months later.
In the cold-calling post, the answer is not automatically more calls; it is a working system of account selection, data, messaging, follow-up, coaching, and handoffs.
The same operational lens appears in compensation and AI posts: incentives shape selling behavior, while automation should help prioritize work and leave judgment and trust-building to people.
This makes the work useful to readers who want specific diagnostic questions and operating principles, rather than generic calls to sell harder or adopt more tools.
The posts also recognize limits to a systems-focused view: the quota post acknowledges factors outside an individual seller’s control, and the AI post emphasizes that human judgment remains important.
Sean O'Shaughnessey writes and talks about B2B sales as a set of systems rather than a matter of individual effort.
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Their recurring argument is that the number a leader reaches for first — a call quota, a new tool, a bigger discount-approved win — is usually the wrong starting point; the real problem sits upstream in discovery, infrastructure, or incentive design.
They pair each argument with a short diagnostic and a checklist, then route readers to a podcast or the B2B Sales Lab community co-created with Kevin Lawson for a longer practitioner conversation.
O'Shaughnessey is consistently pro-AI on execution and skeptical of tool accumulation, and treats seller development as something people should drive themselves rather than wait for an employer to supply.
Most forecast misses start in discovery, not at the close
O'Shaughnessey argues that forecast misses are often diagnosed as closing problems — a stalled deal, a champion gone quiet, new procurement requirements, a cheaper competitor — when the root cause was incomplete discovery months earlier.
Pipeline volume can look healthy while forecast integrity quietly degrades.
O'Shaughnessey puts the responsibility on management practice: leaders typically inspect deal momentum by asking whether the next step is scheduled, rather than whether the business case has been validated, the economic buyer is engaged, or implementation constraints have surfaced.
Their fix is structural: stage definitions and forecast criteria should require documented discovery details before an opportunity reaches a commit-worthy stage.
O'Shaughnessey lists what a rep should document before a deal advances: the business problem, the cost of inaction, the stakeholder map, the decision process, and unresolved dependencies. Without those details, they say, a rep may still sound confident on a forecast call while the opportunity is structurally less reliable.
Performance is a production system, not a call quota
On outbound, O'Shaughnessey says the usual conversation starts with the wrong question: how many calls each salesperson should make.
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Consistent results depend on a complete operating system.
Raising the call target without that infrastructure, they argue, produces more wasted activity rather than qualified pipeline.
Their question for leaders: has the company built an outbound production system or simply handed salespeople a list and told them to call it?
O'Shaughnessey enumerates the parts of that system: target-account selection, accurate contact data, relevant messaging, dialing technology, coordinated follow-up, CRM automation, coaching, qualification standards, and a clean handoff process.
Adding another tool does not fix a broken operating system
O'Shaughnessey applies the same systems logic to sales technology.
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A rep can have a CRM, contact database, intent data, a sales engagement platform, conversation intelligence, LinkedIn, and enrichment tools, they note, and still spend the first two hours of the day talking to zero buyers.
They call that an operating-system problem, not a technology shortage.
On AI, their argument is that volume becomes cheap when AI can automate it, and therefore less valuable.
The advantage shifts to deciding who deserves attention right now, why the timing matters, what is worth saying, which signal deserves action, and when a human should take over.
O'Shaughnessey assigns monitoring, enrichment, prioritization, and repetitive execution to AI, while experienced sellers handle buying-committee politics, hesitation, unexpected questions, commercial judgment, and trust building.
O'Shaughnessey outlines a Neglected-Market Pilot to test autonomous prospecting before committing to a platform: start with opportunities the team is not touching at all, define the human handoff, and measure qualified pipeline rather than automated activity.
Compensation plans, not salespeople, drive discounting and deal behavior
Using an end-of-quarter deal, O'Shaughnessey shows how a plan that pays on revenue while nobody is measured on margin can reward giving away profit: the salesperson is rewarded for revenue, the manager needs the deal for the forecast, and the larger commission goes out on the smaller-margin contract.
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They frame that as a compensation-design problem rather than a salesperson problem.
The central issue, they say, is not whether AI can calculate commissions faster, but whether leadership has clearly decided which behaviors deserve to be rewarded.
They treat the tools under discussion as ways to model plan costs, simplify commission rules, improve transparency, and test incentives before rollout — not as substitutes for that decision.
Two concrete devices: a Three-Lever Audit that simplifies a plan around overall quota attainment, one strategic accelerator, and one margin or deal-quality checkpoint; and a field test in which a leader asks three salespeople to explain how their last commission check was calculated. If they cannot do it without opening a spreadsheet, O'Shaughnessey says, the first problem is already found.
Sellers should drive their own development, and a classroom course is not the answer
O'Shaughnessey collects quota-attainment figures from several studies and concludes that many capable salespeople are missing their numbers.
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They separate factors outside a seller's control — territory, product-market fit, pricing, leadership, quota design, marketing support — from what a seller can control.
A career, they argue, should not depend on whether an employer supplies coaching, judgment, and development.
Their alternative to formal training is a place to bring specific deal questions as they arise, rather than a multi-day methodology course that is hard to apply in a live deal.
O'Shaughnessey names the questions the format is designed to answer: should I pursue this account, why has this opportunity stalled, why am I being ghosted, am I talking to the right people, what am I missing in this deal, and how should I handle this conversation? They point to the B2B Sales Lab, which they and Kevin Lawson co-created after more than 200 episodes of their podcast.
A durable practice built on a weekly show and a live audience
The recurring formats are part of the argument, not just distribution.
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O'Shaughnessey co-hosts the Two Tall Guys Talking Sales Podcast with Kevin Lawson, which reached its 200th episode after nearly four years of weekly fifteen-minute conversations about sales and sales leadership, and produces episodes of AI Tools for Sales Pros that end in a practical framework. Across their posts, the structure is consistent: a reframe in the first line, a short diagnostic of what leaders get wrong, a numbered list of components or questions, and a closing route to the podcast episode or the B2B Sales Lab.
The milestone episode was recorded in front of a live audience who could ask questions and join the conversation, with video and audio versions published. O'Shaughnessey thanks attendees and guests by name, including co-host Kevin Lawson.
The public posts are the framing rather than the full working detail — the deeper analysis sits behind the podcast episodes and community threads, so a reader who only sees the posts gets the argument and the checklist but not the complete practitioner conversation.
Answers the question: How does discovery affect forecast accuracy?
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Start here: it links a core sales activity to a business outcome and lists what to check before a deal reaches a commit-worthy stage.
Sean O'Shaughnessey argues that forecast misses are often blamed on closing problems, when the root cause is incomplete discovery set months earlier.
Weak discovery leaves the business problem, cost of inaction, stakeholder map, decision process, and unresolved dependencies undocumented.
Those gaps carry forward, distorting stage progression, urgency assessments, and implementation assumptions.
Pipeline volume can look healthy even as forecast integrity degrades.
The post recommends requiring documented discovery evidence in stage definitions and forecast criteria before an opportunity reaches a commit-worthy stage.
For brands planning a campaign
Supports a co-marketing webinar on improving forecast integrity through disciplined discovery. The post offers a ready-to-use framework: assess discovery completeness, not just deal momentum, and give leaders a concrete checklist.
Answers the question: What should leaders focus on for outbound performance?
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It reframes a common quota question as a systems question and enumerates the parts of that system.
The post argues that asking how many calls each salesperson should make is the wrong starting point.
Consistent outbound performance depends on a complete operating system: target-account selection, accurate contact data, relevant messaging, dialing technology, coordinated follow-up, CRM automation, coaching, qualification standards, and a clean handoff process.
Without that infrastructure, raising call targets usually produces more wasted activity, not qualified pipeline.
The better question is whether the company has built an outbound production system or merely handed salespeople a list.
For brands planning a campaign
Frames outbound as a system, making it relevant to sales enablement content about building infrastructure rather than pushing volume. Its clear list of components can anchor a workshop or assessment.
Answers the question: How can compensation design drive the wrong behavior?
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It pairs a concrete scenario with a practical audit framework readers can apply to their own plans.
Sean O'Shaughnessey uses an end-of-quarter discount scenario to show how a compensation plan based on revenue can encourage discounting at the expense of margin.
The salesperson is rewarded for revenue, the manager needs the deal for the forecast, and neither is measured directly on margin; the company may therefore pay a larger commission for giving away more profit.
The post proposes a Three-Lever Audit to simplify compensation around overall quota attainment, one strategic accelerator, and one margin or deal-quality checkpoint.
It also offers a practical test: ask three salespeople to explain how their last commission check was calculated without opening a spreadsheet.
For brands planning a campaign
Shows an analytical approach to sales operations and compensation design. Relevant to enablement content that links incentives to selling behavior and demonstrates how to diagnose misaligned plans.
Answers the question: How should AI change prospecting?
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It moves past tool hype to an operating model and offers a concrete way to test autonomous prospecting before committing.
The post argues that the problem is not a lack of tools but an operating-system problem.
A rep can have a CRM, contact database, intent data, sales engagement platform, conversation intelligence, LinkedIn, and enrichment tools and still spend the first two hours talking to zero buyers.
Sean O'Shaughnessey examines autonomous prospecting agents and where they belong.
AI makes volume cheap, so volume becomes less valuable; competitive advantage comes from identifying who deserves attention, why timing matters, what is worth saying, which signal deserves action, and when a human salesperson should take over.
The post outlines a Neglected-Market Pilot: start with opportunities the team is not touching at all, define the human handoff, and measure qualified pipeline rather than automated activity.
For brands planning a campaign
Positions Sean O'Shaughnessey as a critical thinker about AI in sales, making the post useful for co-marketing on AI and sales enablement. The pilot structure offers a practical exercise for a webinar or workshop.
Answers the question: Why do so many salespeople miss quota, and what can they do about it?
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It combines industry data with a concrete community solution and a clear point of view on self-driven development.
The post cites multiple benchmarks (ICONIQ 2026, Bridge Group 2026, Salesforce 2026, Ebsta + Pavilion 2025) showing high percentages of B2B salespeople missing quota.
It acknowledges external factors such as territory, product-market fit, pricing, leadership, quota design, and marketing support, but argues that a salesperson's career cannot depend entirely on an employer providing coaching and development.
It introduces the B2B Sales Lab as a community where salespeople and leaders bring real problems, ask real questions, and get practical advice rather than spend three days in another sales training class.
The post invites readers to join the B2B Sales Lab and take ownership of their sales development.
For brands planning a campaign
Shows the community and self-development angle, relevant to enablement companies interested in ongoing practitioner support. It demonstrates an audience of salespeople who invest in their own improvement.
Answers the question: What is the Two Tall Guys Talking Sales Podcast?
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Start here to understand the podcast's format, longevity, and live interaction before proposing a collaboration.
The post marks the 200th episode of the Two Tall Guys Talking Sales Podcast, recorded in front of a live audience who could ask questions and join the conversation.
Sean O'Shaughnessey thanks attendees by name and co-host Kevin Lawson.
It links to video and audio versions.
A related post notes the podcast has been running nearly four years with weekly 15-minute episodes and lists many past guests.
Together, the posts show a long-running show and an engaged live audience.
For brands planning a campaign
Demonstrates sustained content and live engagement, useful for a co-marketing webinar that values an established audience and a host comfortable with live conversation.
Answers how long the podcast has been running and who has appeared, offering a starting point for assessing the show's history and reach before considering a collaboration.
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The post reflects on preparing for the 200th episode of the Two Tall Guys Talking Sales Podcast.
Sean O'Shaughnessey thanks the many guests and notes that the show has discussed sales and sales leadership every week for 15 minutes for nearly four years.
It links to episodes and highlights the broad network of sales professionals who have appeared.
The post documents the show’s consistency and community building around practical sales topics.
For brands planning a campaign
Shows a sustained cadence and a wide network of guests, relevant to partnership outreach that depends on an established podcast and professional relationships.
Post format: reframe, enumerate, route to the community5
Podcast and live-format production4
Discovery quality as a forecast integrity problem1
Quota-miss benchmarks and self-directed seller development1
Compensation design as the driver of selling behavior1
Outbound as a production system, not a call quota1
Autonomous prospecting agents and the human handoff1
Discovery quality as a forecast integrity problem
Sean argues that most forecast misses are diagnosed as closing problems — a stalled deal, a quiet champion, new procurement requirements, a cheaper competitor — when the real cause was incomplete discovery months earlier.
Pipeline volume can look healthy while forecast integrity quietly degrades.
Leaders typically ask whether the next step is scheduled rather than whether the business case has been validated, the economic buyer engaged, or implementation constraints surfaced.
O'Shaughnessey proposes tying stage definitions and forecast criteria to documented discovery evidence — the business problem, cost of inaction, stakeholder map, decision process, unresolved dependencies — before an opportunity can reach a commit-worthy stage.
For brands planning a campaign
This is the closest public match to a webinar on improving forecast integrity through disciplined discovery. Sean has already framed the argument and the fix, so a co-marketing session can build on a position they own rather than introduce one.
Quota-miss benchmarks and self-directed seller development
Sean collects quota-attainment figures from several studies (enterprise account executives at 36 percent missing quota, B2B account executives at 52 percent, sales representatives expecting to miss at 63 percent, B2B technology sellers at 78 percent) and notes that different methods reach the same conclusion: many capable salespeople are not making their numbers.
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They separate factors outside a seller's control — territory, product-market fit, pricing, leadership, quota design, marketing support — from what a seller can control, and argue that career development should not depend on an employer supplying it.
O'Shaughnessey contrasts multi-day methodology training, which they say sellers struggle to apply to a live deal, with having somewhere to bring specific deal questions: whether to pursue an account, why an opportunity stalled, why a prospect went quiet, whether the right people are involved, and how to handle a conversation.
For brands planning a campaign
An enablement vendor can co-market on practical seller development rather than curriculum. The claim that classroom methodology training fails to transfer gives a joint asset aimed at sales leaders a concrete differentiator.
Compensation design as the driver of selling behavior
Using an end-of-quarter discount as the example, Sean shows how a plan that rewards revenue while nobody is measured on margin can pay a larger commission for giving away profit.
Read more
They frame this as a compensation-design problem rather than a salesperson problem.
Sean discusses platforms such as Forma.ai, QuotaPath, Everstage, Pigment, and Salesforce Spiff for modeling plan costs, simplifying commission rules, improving transparency, and testing incentives before rollout.
Their central issue is not whether AI calculates commissions faster but whether leadership has decided which behaviors deserve rewarding.
O'Shaughnessey offers a Three-Lever Audit for simplifying a plan around overall quota attainment, one strategic accelerator, and one margin or deal-quality checkpoint, plus a field test: ask three salespeople to explain how their last commission check was calculated without opening a spreadsheet.
For brands planning a campaign
Relevant to comp, RevOps, and sales-performance vendors. The audit is a ready-made co-marketing asset, and the rep-can't-explain-their-commission test gives a webinar a memorable opening.
O'Shaughnessey argues that the usual cold-calling conversation starts with the wrong question — how many calls each salesperson should make — when consistent outbound depends on a complete operating system: target-account selection, accurate contact data, relevant messaging, dialing technology, coordinated follow-up, CRM automation, coaching, qualification standards, and a clean handoff.
Read more
Without that infrastructure, raising the call target usually produces more wasted activity rather than qualified pipeline. They ask leaders whether their company built an outbound production system or merely handed salespeople a list and told them to call it.
A production-system checklist covering the components above, framed as an infrastructure audit before any activity target is set.
The public post is a summary; Sean directs the full analysis and continued practitioner discussion to the B2B Sales Lab community, so buyers should ask whether they can access the deeper argument without membership.
For brands planning a campaign
Fits outbound technology, data, and sales-engagement vendors. The checklist can structure a joint assessment or workshop rather than a generic product pitch.
Autonomous prospecting agents and the human handoff
Sean examines where autonomous prospecting agents belong in a sales organization, starting from the observation that a rep can have a CRM, contact database, intent data, engagement platform, conversation intelligence, LinkedIn, and enrichment tools and still spend the first two hours of the day talking to zero buyers.
Read more
O'Shaughnessey calls that an operating-system problem, not a technology shortage, and argues that because AI makes volume cheap, volume becomes less valuable. The advantage shifts to identifying who deserves attention now, why timing matters, what is worth saying, which signal deserves action, and when a human should take over.
O'Shaughnessey assigns AI to monitoring accounts, assembling context, enriching, prioritizing, and repetitive execution, while reserving buying-committee politics, hesitation, unexpected questions, commercial judgment, and trust building for experienced sellers.
They outline a Neglected-Market Pilot: start with opportunities the team is not touching at all, define the human handoff, and measure qualified pipeline rather than automated activity.
The episode also closes a twelve-part series on the Cognitive Revenue Stack.
For brands planning a campaign
Strong fit for AI sales tooling and prospecting vendors. The Neglected-Market Pilot is a bounded, testable framework a vendor could co-brand for a pilot offer or webinar.
Sean co-hosts the Two Tall Guys Talking Sales Podcast, which had reached its 200th episode after nearly four years of weekly fifteen-minute conversations about sales and sales leadership.
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The milestone episode was recorded in front of a live audience that could ask questions and join the conversation, with video and audio versions published. Separately, Sean produces and discusses episodes of AI Tools for Sales Pros, covering tools, compensation platforms, and prospecting agents.
Two recurring formats: a short weekly co-hosted conversation, and an interview-driven tools show that ends with a practical framework such as an audit or pilot. The live-audience episode shows the format has been run with real-time audience participation.
For brands planning a campaign
A co-marketing webinar can plug into formats Sean already runs, or use the live-audience episode as a precedent for an interactive session. Buyers should ask which show or format they would join, since the two differ in length and structure.
Post format: reframe, enumerate, route to the community
Across the posts here, the recurring shape is a reframe in the headline or first line (“cold calling is not an activity, it is a production system”), followed by a short diagnostic of what leaders get wrong, a numbered set of components or questions, and a closing pointer to the podcast episode or the B2B Sales Lab.
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Examples are concrete: the quarter-end discount, the rep who cannot explain a commission check, and the two hours spent talking to no buyers.
Argument first, checklist second, invitation to continue the discussion third.
The posts function as lead-ins to gated podcast episodes and community threads rather than standalone how-to guides, so a brand relying on public posts alone sees the argument but not the full working detail.
For brands planning a campaign
Useful for judging tone and co-marketing fit: Sean’s public posts supply the framing and hook, while the deeper practitioner conversation happens in the community or on an episode—the natural home for a sponsored or co-hosted asset.
Sean O'Shaughnessey's posts are easiest to follow by picking a decision you are currently facing and reading the post that addresses it.
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Their posts on discovery and forecasting are the most distinctive: they argue that forecast misses are usually set months earlier, when discovery was incomplete but never flagged, and that leaders inspect deal momentum instead of whether the business case was validated and the economic buyer engaged.
From there, the work splits into outbound execution (treating cold calling as a production system rather than a call quota), compensation design (why a plan that rewards revenue can pay a bigger commission for giving away profit, plus a three-lever audit and a test question for reps), and AI in sales, where they are enthusiastic about execution, sceptical of tool accumulation, and specific about the human handoff.
Two formats carry the argument: the weekly Two Tall Guys Talking Sales Podcast with Kevin Lawson, which reached 200 episodes and was once recorded in front of a live audience, and AI Tools for Sales Pros, whose episodes end in a framework.
Public posts typically offer the reframe and checklist, then point to the episode or the B2B Sales Lab community for the working detail.
Bruscia makes the same structural case from a different chair: hiring more salespeople will not fix a broken sales foundation.
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The missing pieces they list — a defined process, ICP, messaging, prospecting strategy, qualification methodology, CRM discipline, KPIs, forecasting and onboarding — closely overlap with the infrastructure O'Shaughnessey says outbound depends on. Both ask what sellers should stop doing once AI handles routine work, and illustrate the point with concrete operational detail rather than general encouragement.
Bruscia writes for founders assembling a sales team from nothing, so the answer is sequence: build the foundation, then the team, then scale.
O'Shaughnessey addresses sales leaders already running a team and looking for diagnosis: incomplete discovery contaminating a forecast, or a call target standing in for a production system.
On AI, Bruscia asks how to redesign the seller's role; O'Shaughnessey asks where an autonomous prospecting agent belongs and when a human takes the deal back.
Higgins and O'Shaughnessey land on nearly the same claim about AI in outbound.
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Higgins says most AI SDRs fail because companies try to automate chaos, that AI amplifies a sales system rather than replacing one, and that a working deployment is trained on your messaging, ICP, objection handling, follow-up and qualification framework.
That is the same condition O'Shaughnessey sets for autonomous prospecting: monitoring, enrichment, prioritisation and repetitive execution go to the machine inside a defined operating system.
Both use plain numbers and named examples to make the argument, and keep closing and judgement with people.
Higgins speaks as an operator with a product in the market, describing the system's activity and reply figures and naming the AI digital assistant and its clients; the posts also partly educate buyers about that product.
O'Shaughnessey reviews tool categories as a host and community organiser rather than selling one.
Their frameworks — the neglected-market pilot and the defined human handoff — are written for teams deciding whether to buy, not for a vendor making the case.
Gilliam shares O'Shaughnessey's central suspicion: more activity is the wrong answer to a sales problem.
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They argue organisations still run on pressure and monitored activity while the real cause may be the wrong market, weak positioning, poor qualification, bad messaging or weak management — and that AI can simply let a misdiagnosed system move faster.
Like O'Shaughnessey, Gilliam puts the remedy with leadership: clearer, teachable expectations rather than more reporting.
They treat development as a management responsibility rather than a rep's personal failing.
Gilliam writes in a reflective, argumentative register, building posts around a cultural metaphor and a quoted line and asking broad questions about what selling has become. O'Shaughnessey is procedural: a reframe in the first sentence, a short diagnostic of what leaders get wrong, a numbered checklist or audit, and a route to a podcast episode or community thread for deeper practitioner conversation.
Sean O'Shaughnessey's audience is a B2B sales audience of salespeople and sales leaders, making it a good fit for a co-marketing webinar on forecast integrity through disciplined discovery.
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The case is topical rather than demographic.
Across seven dated LinkedIn posts from mid-July to late September 2026, they address quota attainment (a roundup of 2026 benchmarks showing 36% of enterprise AEs, 52% of B2B account executives, 63% of sales reps expecting to miss, and 78% of B2B technology sellers missing quota), compensation design that quietly encourages discounting, where autonomous prospecting agents belong in a sales organization, cold calling as an operating system rather than an activity target, and the recurring theme that forecast misses are usually diagnosed as closing problems when the root cause is discovery that was incomplete but never flagged.
The post on that last topic is the closest match to the webinar: they argue stage definitions and forecast criteria should require documented discovery before a deal reaches a commit-worthy stage, and that inspecting momentum without checking business-case validation hides the problem until it is expensive to fix.
The posts also invite participation: they route readers into the B2B Sales Lab community for practitioner discussion, and the 200th episode of the Two Tall Guys Talking Sales Podcast was recorded in front of a live audience who could ask questions.
The LinkedIn profile shows 10,958 followers as of October 11, 2026.
Before committing, ask for LinkedIn follower demographics; podcast per-episode downloads or listener numbers with geography; B2B Sales Lab membership broken out by role and seniority; registration and attendance figures from prior live episodes or webinars; listener or member survey results documenting job function and buying authority; and recent performance on discovery and forecast topics.
These figures would show whether the topical fit translates into an audience with the roles, geography and budget authority you need.
The posts do not describe a sponsorship, paid-placement, or brand-partnership format.
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They name no sponsor and provide no rate card, media kit, or booking route.
The recurring commercial call to action is the B2B Sales Lab, a community Sean O'Shaughnessey co-created with Kevin Lawson and promotes as a place where salespeople and leaders bring real deal questions (b2b-sales-lab.com).
That is their own venture, not a sponsorship slot for outside brands.
Compensation platforms — Forma.ai, QuotaPath, Everstage, Pigment, and Salesforce Spiff — appear as the subject of an episode about plan design, not as announced partners.
For a co-marketing webinar, ask directly whether they accept paid partnerships and confirm the deliverables and pricing; the posts provide neither.
Accept. This is the strongest campaign match in the posts, based on topic and format rather than audience size.
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Brief
A B2B sales enablement vendor wants a co-marketing webinar on improving forecast integrity through disciplined discovery, aimed at sales leaders and account executives.
Reasons
The subject is already Sean O'Shaughnessey's stated position. The forecast-integrity post argues that most misses are diagnosed as closing problems when the root cause was incomplete discovery that was never flagged. It says stage definitions and forecast criteria should require documented discovery evidence before a deal reaches a commit-worthy stage. A co-marketing session extends an argument they already make rather than asking them to teach a new one.
The format is one they already produce. They co-host a weekly sales podcast and record interview episodes that end with a practical framework. They recorded the 200th episode in front of a live audience that could ask questions. A live, question-driven webinar fits a format they have run.
The room is right. The content is written for salespeople and sales leaders, and the posts direct readers to the B2B Sales Lab community for continued practitioner discussion. A forecast-integrity session speaks directly to that audience.
They bring the working detail a webinar needs: a documented-discovery checklist (business problem, cost of inaction, stakeholder map, decision process, unresolved dependencies) and a contrast between inspecting deal momentum and inspecting discovery completeness. That gives the session substance without either side having to build a new framework from scratch.
The match is topical. Topic overlap is the documented strength; audience composition is unverified.
Conditions
Confirm directly that a co-marketing or paid partnership is acceptable. The posts publish no sponsorship format, rate card, media kit, or booking route, so agree on terms directly.
Treat reach as unverified. The only measured figure is 10,958 LinkedIn followers observed October 11, 2026; no demographics, geography, or seniority data, podcast download figures, or B2B Sales Lab membership figures are available.
When to choose a specialist
Decline, or hold until terms and audience data are available. The mismatch is structural, not a matter of negotiating the price.
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Brief
A consumer or general-productivity brand wants a paid sponsorship placement across the creator's channels, with guaranteed impressions and verified audience demographics, reaching a broad professional audience.
Reasons
The posts document no sponsor disclosure, rate card, media kit, or booking route. The recurring commercial call to action is the B2B Sales Lab, O'Shaughnessey's own community co-created with Kevin Lawson, not an outside-brand sponsorship slot. A campaign that assumes a purchasable placement relies on an offer the posts do not show.
The reach cannot be underwritten. The account shows 10,958 LinkedIn followers as of October 11, 2026. The material reports no audience demographics, geography, company size, job seniority, podcast downloads or listeners, or B2B Sales Lab membership by role. A campaign requiring guaranteed impressions or audience targeting has no verified numbers to plan against.
The topic does not bridge. The content focuses on sales methodology: discovery and forecast integrity, compensation design, outbound systems, and autonomous prospecting. A consumer or general-productivity brief has no natural link to that work, making any integration feel inserted rather than earned.
The posts provide no sponsor history to support claims about brand-safety performance.
What would change it
A documented partnership offering with defined deliverables, plus verified reach and audience-composition data, would move this from a hold to a decision. A brief aimed at the sales audience would also fit the topic and format evidence.
A worked campaign example
Angle
"Your forecast is wrong before the deal slips: making discovery a stage gate." A co-branded webinar between the enablement vendor and Sean O'Shaughnessey reframes forecast misses as a discovery problem and gives leaders a rule they can apply immediately.
Confirm before launch
Whether a paid or co-marketing partnership is acceptable, since the posts publish no sponsorship terms.
Speaker role, recording rights, and ownership of the session recording.
Which side promotes where, and how the two parties measure results.
Any audience or performance figures the creator is willing to share for a joint recap; none are currently available.
Distribution
Announce it through the creator's LinkedIn presence and the Two Tall Guys Talking Sales Podcast ecosystem, with the enablement vendor promoting it to its own list. Use the community thread to continue the conversation.
Follow up asset
A one-page, co-branded 'discovery evidence' scorecard that remains useful after the session. The source post's stage-gate criteria give it substance without inventing new methodology.
Run of show
Open with the reframe: forecast misses get diagnosed at closing, but the cause was set months earlier, in discovery that was never flagged.
Walk through the documented-discovery checklist: business problem, cost of inaction, stakeholder map, decision process, unresolved dependencies.
Show the stage-gate rule: what evidence must exist before an opportunity reaches a commit-worthy stage, and what happens when stage definitions rely on rep confidence instead of documented evidence.
Contrast two management habits: checking whether the next step is scheduled versus whether the business case is validated, the economic buyer is engaged, and implementation constraints have surfaced.
Live Q&A, echoing the live-audience format of the 200th podcast episode.
Handoff: the enablement vendor offers a discovery-scorecard template; the co-host directs attendees to the B2B Sales Lab forum to continue the discussion.
Tradeoff
The strongest promotion sits inside the creator’s own community and podcast, giving the vendor expert credibility and a warm sales-leader audience, but not mass reach. The value depends on the argument’s strength and audience overlap; ask for audience-volume data if reach is a priority.
Why it works
The angle draws on the creator’s own published argument, so the co-host can speak from a settled position rather than a script. It targets a clear buyer decision (should a deal be allowed to commit?), pairs with a concrete checklist, and reaches the audience the content already addresses. It also uses the live, question-driven format they have already recorded.
A better choice when the webinar should start one level up from discovery discipline: building the sales system a forecast can rest on.
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Bruscia's posts argue that hiring more salespeople will not fix a broken foundation and list what that foundation needs — a defined sales process, documented ICP, consistent messaging, prospecting strategy, qualification methodology, CRM discipline, KPIs, and an onboarding plan.
They also argue that companies should redesign the seller's role around what AI can do rather than pile tools onto the existing job.
If the enablement vendor wants a session for founders and early revenue leaders titled something like 'build the foundation before you add people or AI,' Bruscia's material speaks directly to that brief, while Sean O'Shaughnessey's stays focused on the narrower question of what evidence must exist before a deal reaches a commit-worthy stage.
The topic broadens from one testable rule to a full system build, tilting toward founders and early-stage leaders rather than the enterprise account executives and forecast owners targeted by a session on forecast integrity. Forecast integrity sits at the edge of Bruscia's argument, not its center, leaving the co-host with a smaller share of the session's substance.
A better choice when the campaign is about pipeline execution rather than forecast quality: how outbound runs at scale, how quickly replies happen, how follow-up and re-engagement are automated, and how a sales team keeps AI systems trained on its own process.
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Higgins's posts report AI-driven outbound results while away from the desk (touches, reply rate, opportunities, booked appointments) and argue that AI SDRs usually fail because companies automate chaos instead of training the system on an existing sales process, ICP, and qualification framework. For a demand-generation or sales-operations webinar co-hosted with an AI SDR vendor, that is closer to the buyer's question than a discovery-evidence checklist.
The focus shifts from 'should this deal be allowed to commit?' to 'how do we generate and convert pipeline at volume' — a different buyer decision, usually owned by demand-gen or revenue-operations leaders rather than the sales leaders and account executives targeted by a session on forecast integrity.
The posts also promote a specific AI SDR product, making them an awkward fit for a vendor-agnostic or coaching-neutral session.
The reported content does not support a forecast-integrity angle.
A better choice when the session should challenge the pressure system around selling rather than improve one stage gate.
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Gilliam's posts frame modern selling as a survival game where quota and activity metrics dominate, ask whether the system actually creates conditions for customers to buy, and argue that leaders respond to skill gaps with denial and more activity when the real need is teaching difficult conversations, better questions, feedback, and ownership. If the buyer wants a leadership-development webinar on why quota pressure and forecast pressure backfire, these posts speak to it; O'Shaughnessey's posts supply operator-level mechanics instead.
Gilliam's material offers diagnosis and critique rather than reusable working artifacts, so a co-marketing session would rely more on argument and discussion than on a takeaway template.
These posts fit a session about sales culture, coaching, or the limits of metrics better than one organized around a documented-discovery checklist.
The buyer would need to rebuild the forecast-integrity frame around a different thesis.
This profile draws on seven LinkedIn posts dated from mid-July to late September 2026.
The posts discuss sales practices and promote the Two Tall Guys Talking Sales Podcast and B2B Sales Lab; the episodes and community discussions themselves were not reviewed.
