Tom Kerr shares practical advice for B2B sales teams, especially on handling objections, building sales champions, and understanding what matters to stakeholders in enterprise deals. Kerr also demonstrates using AI tools to turn call recordings into sales notes and CRM updates.
Tom Kerr is most useful for practical B2B sales advice on objections, champions, discovery, and AI-assisted CRM notes.
Best for
An enterprise sales enablement campaign for B2B SaaS teams selling into procurement-heavy accounts.
Not for
A volume-reach sponsorship for general productivity or project-management tools aimed at all business professionals.
Key takeaways
A price objection is a request for information, not a cue to discount.
"I think so" is a warning that there is no champion.
Enterprise deals are lost in shallow discovery, not on price or product.
Check first: Confirm formats, rates, usage terms, and audience evidence before pricing the work.
Main ideas
A price objection is a request for information, not a cue to discount · "I think so" is a warning that there is no champion · Enterprise deals are lost in shallow discovery, not on price or product
Tom Kerr shares practical B2B sales advice, especially on enterprise deal discovery, negotiation and identifying real sales champions.
In the posts reviewed, they show how to replace assumptions with specific questions: ask what a buyer means by “too expensive,” find out why a stakeholder cares about a technical requirement, and look for evidence that a champion can influence the buying process.
They also describe using AI tools to turn call recordings into deal notes, with a human check before updating the CRM.
Kerr connects sales advice to mistakes and the actions that could have changed the outcome.
One post describes conceding on price before clarifying a procurement objection; another shows how a seemingly strong enterprise deal unraveled when technical questions became checkboxes instead of openings to understand stakeholders’ priorities.
Kerr offers sample questions, signs of a genuine champion and a three-second pause before responding under pressure.
A separate post applies the same practical focus to sales administration: use an AI-generated deal page to save time, but review it before sending information to the CRM.
These posts offer concrete prompts and habits to test in sales conversations, rather than abstract sales theory.
Tom Kerr writes about enterprise B2B sales from the seller's side: what to do when a buyer pushes back on price, what a real champion looks like, why deals that seem certain get lost, and how to cut the admin around a deal.
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The posts share one habit: they open with a specific loss, give the numbers, then offer a repeatable move — a pause, a question, a checklist or a set of steps — rather than a theory of selling. The recurring argument is that control and observable signs, not effort or rapport, decide high-stakes deals.
A price objection is a request for information, not a cue to discount
Kerr's position is that the seller's next move after a pushback decides who controls the conversation.
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Meeting the buyer in the middle hands over control and invites more squeezing.
Instead, pause for three seconds to stop reacting, then ask "when-what" questions that make the buyer define the terms.
The reasoning: an assumed answer is a lost negotiation, and the real constraint — a budget limit, a procurement rule or an internal comparison — only appears when the buyer spells it out.
Kerr credits the technique to Jefferson Fisher, a lawyer who teaches staying calm in conflict.
Procurement opened with "we've been told you're marketing's preferred option. but you're too expensive, so we'll need a sizeable discount if we're going to progress this."
Kerr went straight to the middle and closed at $63k, a move they say cost $55k in ARR and £6k in commission.
They then conceded payment terms, an annual fee increase and auto-renewal.
Their replacement behaviour is to pause and ask questions such as "when you say we're too expensive, what do you mean by that?" and "when you say you don't have the budget, what's the limit you're working to?"
Kerr presents this as a change in their own practice: the discount story is the old behaviour ("I folded like a deck chair"), while the pause and when-what questions are what they do now.
"I think so" is a warning that there is no champion
Kerr argues the three most expensive words in sales are "I think so", because in a pipeline review that language is not optimism — it signals the absence of a champion.
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The reasoning is that a real champion leaves signs a seller can observe: something personally at stake in fixing the problem, direct access to the executive buyer and a willingness to make the introduction, a better grasp of the buying process than procurement, joint mapping of timelines and risks, and a readiness to shape the decision criteria on the seller's guidance.
Kerr names three common errors: confusing a friendly prospect with an invested one, treating access as influence, and stopping the test for proof too early.
When the signs are there, Kerr says the language shifts from "I think so" to "here's what's left to do."
The pipeline-review phrases Kerr quotes are "I think procurement's fine", "I think we're their top choice" and "I think we're just waiting on legal". They contrast these with the markers of a champion in the top 5% of sellers, including the ability to argue for the deal when the seller is not in the room.
Enterprise deals are lost in shallow discovery, not on price or product
Kerr's position is that the loss usually happens well before negotiation: the seller answers the surface question, never learns why it matters to the person asking, and reads nods and smiles as alignment.
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The real job of a demo, they argue, is to uncover why each stakeholder cares; a technically correct answer that misses someone's internal priority does not move the deal forward. Kerr says the failure had nothing to do with product, price or competition.
The deal looked certain on paper: six-figure potential, a good fit on ideal customer profile, real pain points, 12 stakeholders, more than seven hours of calls, and a meeting with the CMO at an event.
Kerr still lost it.
A question about Microsoft Teams integration was brushed off like a checkbox; a RevOps question about Salesforce attribution got a polished technical answer, without any digging into why that person's boss cared.
In Kerr's reading, the nods and smiles meant the harder questions had not been asked.
Sales admin is a selling problem, so automate it with a review step
Kerr treats deal documentation and CRM upkeep as part of selling, not an afterthought, and argues that an imperfect automated first draft beats an hour of manual work or, worse, not doing it at all.
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Connect Notion to an AI assistant such as Manus or Claude, turn a single call recording into a full deal page, review the output, then push it into the CRM.
Kerr recommends the workflow to anyone already using Notion for SOPs, scripts and prep notes.
The human check is part of the process: the output is not perfect.
Kerr describes the recording-to-deal-page-to-CRM pipeline in a short post and points to a video demonstration. The post notes that the company and contact details shown in the video were made up.
The teaching method: lead with the loss, then hand over the move
Across the posts, Kerr uses a consistent structure: a specific failure with numbers, the moment it turned, and one repeatable move the reader can use the same week — a pause, diagnostic questions, a champion checklist or a set of steps.
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Making the cost concrete keeps the advice from reading as abstract sales theory, while the narrow focus makes the move easy to practise.
Three examples follow the same pattern: a $55k ARR and £6k commission loss becomes a three-second pause and when-what questions; the biggest deal in the pipeline is lost to surface-level discovery; and the "I think so" phrases heard in pipeline reviews become a set of champion markers.
This is the clearest answer to what Tom Kerr teaches: how to respond when a buyer pushes back on price.
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Newcomers should start here: the post shows the mistake, its cost and the replacement behaviour in one story.
Kerr describes a six-figure-adjacent deal where procurement opened with "we've been told you're marketing's preferred option, but you're too expensive."
Rather than asking what "too expensive" meant, Kerr moved straight to meeting in the middle and closed at $63k, which Kerr says cost $55k in ARR against the intended price, with payment terms, an annual fee increase, and auto-renewal all conceded afterwards.
The fix Kerr now uses is a deliberate three-second pause before responding to any objection, followed by "when-what" questions that force the buyer to define the terms: "when you say we're too expensive, what do you mean by that?" and "when you say you don't have the budget, what's the limit you're working to?"
Kerr credits Jefferson Fisher, a lawyer who teaches staying calm in conflict, for the pause technique, and reframes negotiation as a puzzle to solve rather than a contest to win.
For brands planning a campaign
The three-second pause and “when-what” questions are specific, teachable and easy to demonstrate in a workshop. Participants can practise the exact script against a price objection, building a concrete skill rather than discussing negotiation styles.
This explains where enterprise deals can go wrong: not on price or product, but through shallow discovery.
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It pairs well with the negotiation post, covering the failure that happens before an objection arrives.
Tom Kerr walks through a lost enterprise deal that looked certain on paper: six-figure potential, a strong fit with the ideal customer profile, real pain points, 12 stakeholders, more than seven hours of calls and a meeting with the CMO at an event.
They write that the loss had nothing to do with product, price or competition, and everything to do with staying on the surface.
When asked about a Microsoft Teams integration, they treated it as a checkbox.
When a RevOps contact asked about Salesforce attribution, they gave a polished technical answer without asking why that person's boss cared.
Kerr mistook nods and smiles for alignment, when the harder questions had never been asked, and focused too much on running a slick demo to uncover why each stakeholder cared.
For brands planning a campaign
This offers a ready-made workshop exercise: give participants a stakeholder map of 12 people, then ask them to write the question they should have asked each one and why that person's manager would care about the answer. It moves the session beyond objection handling into deal qualification.
This explains why sales forecasts go wrong: “I think so” usually means there is no champion.
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It gives newcomers Tom Kerr's clearest definition of a real champion, the idea that links the other posts.
Tom Kerr argues that the three most expensive words in sales are “I think so,” as heard in pipeline reviews: “I think procurement's fine,” “I think we're their top choice,” and “I think we're just waiting on legal.”
To Kerr, that language signals the absence of a champion: a real champion means the seller knows where the deal stands, what's blocking it and who's arguing for it when they're not in the room.
Kerr lists common mistakes: confusing nice prospects with invested ones, treating access as influence and stopping the test for proof too early.
The markers Kerr gives for the top 5% of sellers are a champion with something personally at stake; direct access to the executive buyer, who is willing to make the introduction; a champion who can explain the buying process better than procurement; joint mapping of timelines, next steps and risks; and a champion who takes direction to shape the decision criteria.
For brands planning a campaign
The champion markers make a practical qualification checklist that sales teams can use to score live deals. In a workshop, this module turns vague pipeline confidence into named evidence and gives managers a shared vocabulary for the following week's pipeline reviews.
This answers the practical question of how to spend less time on sales admin.
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It's the only item here about tooling rather than technique, making it a good fit for readers who already know the sales craft and want a shortcut.
Tom Kerr describes connecting Notion to an AI assistant such as Manus or Claude to turn a single call recording into a full deal page, then send it to a CRM after a human check.
They say it's not perfect, but beats spending an hour on the task manually or, worse, not doing it at all.
Kerr recommends it to anyone already using Notion for SOPs, scripts and prep notes.
The post is short and links to a video that isn't available in the material; it says the company and contact details shown in the video were made up to avoid displaying real businesses.
For brands planning a campaign
This is a natural fit for an AI-assisted sales-prep module: record a call, generate the deal page, verify it, then push it to CRM.
The post acknowledges that the output is imperfect, making the human review step central rather than an afterthought.
The referenced video isn't available, so build any workshop section around the written instructions, not a screen recording.
Teaching style: failure first, then a repeatable move3
Recurring priority: control and evidence in high-stakes deals3
Sales process hygiene: pipeline reviews and CRM systems2
Objection handling: pause, then diagnose with 'when-what' questions1
Champion building: test evidence, not 'I think so'1
Enterprise discovery: go below the polished technical answer1
AI-assisted sales prep and CRM updates1
Objection handling: pause, then diagnose with 'when-what' questions
In the $55k ARR post, Tom Kerr describes a procurement demand for a sizeable discount before progress.
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They say the next move decides who gains control.
By meeting in the middle, they closed at $63k but lost $55k in ARR, then conceded payment terms, an annual fee increase, and auto renewal.
Their current method is to pause for three seconds on any objection, show no visible emotion, then ask questions such as 'when you say we're too expensive, what do you mean by that?' and 'when you say you don't have the budget, what's the limit you're working to?'
Pause for three seconds; ask 'when-what' questions to let the buyer spell out the real constraint instead of assuming.
The post credits Jefferson Fisher for the pause technique; Tom Kerr's posts do not include Fisher's own material.
For brands planning a campaign
Use this as the objection-handling module: role-play procurement language, practice the pause, and have reps diagnose before discounting. The example puts a concrete cost on conceding too early ($55k ARR).
Champion building: test evidence, not 'I think so'
Tom Kerr calls 'I think so' the three most expensive words in sales.
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Phrases like 'I think procurement's fine' or 'I think we're waiting on legal' mean there is no champion.
They say a real champion fixes the problem to look good internally, has access to the executive buyer and wants to make the intro, can explain the buying process better than procurement, maps timelines, next steps and risks, and takes guidance to shape decision criteria.
When those are in place, the language shifts from guessing to 'Here's what's left to do.'
Treat 'I think so' as a qualification warning; test for champion behaviors such as executive access, process knowledge, and joint risk mapping.
For brands planning a campaign
Build the deal-qualification workshop around champion tests and pipeline review language. Reps can use the listed champion traits as a scorecard and practice replacing vague forecasts with specific next steps.
Enterprise discovery: go below the polished technical answer
Tom Kerr's biggest-pipeline post describes a six-figure deal with ICP fit, real pain points, 12 stakeholders, 7+ hours of calls, and a CMO meeting, yet they still lost it by staying on the surface.
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When asked about Microsoft Teams integration, they brushed it off like a checkbox; when RevOps asked about Salesforce attribution, they gave the polished technical answer but did not dig into why the RevOps boss cared. Nods and smiles meant they had not asked harder questions, not that there was alignment.
Probe why each stakeholder cares, especially when a technical question appears routine; connect integration and attribution answers to the stakeholder's internal priority.
For brands planning a campaign
Use this as discovery training: role-play RevOps and executive buyer questions, require reps to uncover the business reason behind technical asks, and treat surface-level agreement as a qualification risk. The post supplies a concrete multi-stakeholder loss example.
Tom Kerr describes connecting Notion to Manus or Claude, turning one call recording into a full deal page, then piping it into a CRM after checking it over.
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They say it is not perfect but is much better than spending an hour manually or not doing it at all, and recommend connecting Notion for SOPs, scripts, and prep notes. The post says company and contact details in the video are made up.
Connect Notion to an AI tool, generate a deal page from a call recording, review the output, then send it to the CRM.
The post references a video demonstration; a transcript is not included in the posts here, so the exact process steps cannot be independently inspected here.
For brands planning a campaign
Add an AI-assisted sales prep segment: show the recording-to-deal-page-to-CRM process, but keep a human review step before CRM entry. The workshop needs the actual tools; the post demonstrates the concept and review habit.
Teaching style: failure first, then a repeatable move
Across the posts, Tom Kerr opens with a specific failure or costly mistake: a $55k ARR loss and £6k commission hit, a biggest deal that was lost, and 'I think so' in pipeline reviews.
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They then name the turning point and give a repeatable move, script, or checklist, such as the three-second pause, the 'when-what' questions, champion traits, or CRM review before automation.
Loss-to-lesson structure; concrete numbers; direct dialogue; explicit steps.
For brands planning a campaign
Workshop materials can borrow the failure-led structure for objection handling, deal qualification, and discovery. It keeps sessions concrete and gives reps language to practice rather than abstract sales theory.
Sales process hygiene: pipeline reviews and CRM systems
Tom Kerr ties sales judgment to operating routines.
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Pipeline reviews produce the 'I think so' warning signs in their framing, and the Notion post shows a process from call recording to deal page to CRM. The posts treat CRM entry and deal documentation as part of selling, not admin afterthoughts.
For brands planning a campaign
Include a process-hygiene module: how to run pipeline reviews that surface missing champions, and how to use AI-assisted deal pages while keeping CRM data checked. This connects the qualification training to daily sales operations.
Recurring priority: control and evidence in high-stakes deals
The negotiation and champion posts both return to who controls the next move and what proof exists.
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In the discount story, Tom Kerr says the next move decides who gains control.
In the champion post, they contrast forecasting with wishful thinking.
The enterprise discovery post asks why people care in the first place.
For brands planning a campaign
Frame the workshop around control and evidence: pause before responding, ask diagnostic questions, and qualify with observable champion behavior rather than optimistic assumptions.
Tom Kerr's posts do not disclose a sponsorship, client, employment, or ownership relationship with any company.
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The only brand names that appear are software tools Tom Kerr describes using in the sales process, so those appear as mentions rather than commercial relationships.
Notion
Mention
Kerr describes using Notion to keep sales notes, SOPs, prep notes and scripts, and shows connecting it to an AI tool so a call recording becomes a deal page that can be pushed into a CRM.
Tom Kerr writes short, practical posts about enterprise B2B selling.
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Start with the discount story: procurement makes a demand, then a three-second pause leads to a set of “when you say that, what do you mean?” questions.
Other posts cover champion-building, why shallow discovery cost a six-figure deal, and how to use an AI assistant to turn a call recording into a deal page before it reaches the CRM.
Each starts with a specific loss or phrase heard on a call, gives the cost or exact wording, then offers one move to try this week.
Follow them for seller-side mechanics — objections, qualification, discovery and admin — rather than market commentary.
Scorsone turns first-person B2B revenue stories into reusable material.
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In one post, a buyer says no and buys from a competitor; the feedback becomes a set of customer-revenue playbooks. Like Kerr, Scorsone draws lessons from a real deal rather than a framework.
Scorsone focuses on customer marketing and revenue operations: expansion, renewal and customer programmes built on an existing base. Kerr stays on the frontline of a single enterprise deal, handling objections, champions, discovery and CRM upkeep.
Sisay works the same pipeline-discipline beat as Kerr's champion post: both write about what makes a forecast unreliable and how deadline-driven optimism affects a quarter.
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Sisay delivers the message through satirical lists: deal types that appear in the forecast on Monday, quarterly resolutions abandoned by Friday. Kerr writes about a costly mistake from the seller's chair and finishes with a script, checklist or set of steps.
Steinberg also tells enterprise-deal stories in scenes, including a live-looking deal that circles for months while everyone stays sincere and nobody says no.
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It’s the same stalled-enterprise dynamic Kerr describes from the other side of the table.
Steinberg narrates from inside the buying organisation, showing how sales, finance and product read the same memo differently. Kerr stays with the seller and answers what to do next.
Tom Kerr's posts point to a small, sales-focused LinkedIn following rather than a broad-reach buy.
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The profile had about 6,000 followers on 8 October 2026 — workable for a niche enterprise-sales audience, not a volume campaign.
The four posts target B2B sellers and sales leaders: staying calm when a buyer pushes back on price, testing whether you have a real champion, digging past a polished demo to understand why each stakeholder cares, and using AI tools to turn a call recording into a deal page and CRM update.
For an enterprise-sales workshop campaign, ask for recent results on comparable posts — objection handling, deal qualification or AI-assisted sales prep — with engagement broken down by role where available, plus any audience survey covering country, seniority and buying role.
If the campaign depends on reaching senior sales leaders or revenue operations specifically, ask for evidence that the audience includes them.
Tom Kerr’s four posts cover their own sales-practice writing and a short note about connecting Notion to an AI assistant.
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None publishes partnership formats, a sponsorship policy, a rate card, an inquiry route, a sponsored format, a brand collaboration, a media kit, or a way for companies to approach them about paid work. Buyers should ask directly about pricing, deliverable types, exclusivity, usage rights, approval process, and turnaround before planning a campaign.
An enterprise sales enablement campaign for B2B SaaS companies selling into procurement-heavy enterprise accounts is the strongest fit for Tom Kerr.
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It should help account executives handle price pressure, qualify champions, run deeper discovery and use AI for deal prep without losing human review.
A workshop and follow-up toolkit on objection handling, champion-building, enterprise discovery and AI-assisted CRM prep fits well: the four full posts cover those exact moments.
In the $55k ARR post, they describe a procurement demand for a sizeable discount, the mistake of meeting in the middle, and a better response: a three-second pause and “when-what” questions that make the buyer define the real constraint.
In the champion post, they share pipeline-review language (“I think so”) and concrete champion markers a sales team can score.
In the enterprise deal post, they walk through a lost six-figure deal with 12 stakeholders and explain that the failure was staying on the surface after a Microsoft Teams integration question and a Salesforce attribution question.
The Notion post offers a workflow for turning a call recording into a deal page and CRM entry, with a human check.
The audience evidence points to a small, sales-focused LinkedIn following — about 6,001 followers observed on 8 October 2026 — suited to a niche enablement audience, not a volume buy.
The material is practical, failure-led and script-based, making it easy to turn into workshop exercises rather than abstract sales theory.
When to choose a specialist
A sponsorship-led, volume-reach campaign for a project-management or general productivity tool aimed at all business professionals is a poor fit.
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The posts target B2B sellers and sales leaders, not a general business or consumer audience.
The only audience measure published is about 6,001 LinkedIn followers; there is no demographic, seniority, geography or engagement breakdown.
The content also does not cover general productivity or non-sales career topics beyond one short Notion workflow post.
A paid partnership campaign that depends on documented sponsorship products is also a weak fit: the posts include no media kit, rate card, sponsorship disclosure, deliverable menu, exclusivity terms, usage rights or inquiry route.
Confirm formats, rates and usage terms directly before pricing the work.
For campaigns focused on enterprise sales skills, the posts point to a stronger match.
A worked campaign example
Worked campaign angle for enterprise sales skills: “The 3-second deal: how enterprise sellers lose winnable revenue by reacting instead of diagnosing.”
Use Tom Kerr’s own losses as the spine.
Session 1 — objection handling: open with the procurement line “you’re too expensive” and the outcome they report, a $63k close that cost $55k in ARR, with payment terms, an annual fee increase and auto-renewal conceded afterwards.
Teach the three-second pause and the when-what questions: “when you say we’re too expensive, what do you mean by that?” and “when you say you don’t have the budget, what’s the limit you’re working to?”
Practise those scripts against live price objections.
Session 2 — champion-building: use “I think so” pipeline-review phrases as warning signs, then score two live deals against their champion markers — something personally at stake, executive access and willingness to introduce, ability to explain the buying process, joint mapping of timelines, next steps and risks, and willingness to shape decision criteria.
Session 3 — enterprise discovery: take the 12-stakeholder lost deal, give reps the Teams integration and Salesforce attribution moments, and ask what question they should have asked each stakeholder and why that stakeholder’s manager would care.
Session 4 — AI-assisted prep: show the written workflow from call recording to deal page to human review to CRM.
Use the written workflow, not the video; the posts do not include the video.
The post credits the pause technique to Jefferson Fisher; treat that as a named influence, not independently reviewed teaching.
Deliverable: a workshop with scripts, a champion scorecard, a stakeholder-question worksheet and an AI prep checklist with a mandatory review step.
Next-step handoff: each rep picks two live deals, writes the when-what questions, scores champion evidence and runs one AI deal page through human review before CRM entry.
For paid promotion, confirm formats, rates and usage terms directly; none are published in the posts.
Choose Gianna Scorsone when the need is revenue growth from existing customers rather than front-line negotiation.
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The material describes 11 years in a revenue ops role and programs such as Going Wide (more business inside an account), an Intelligence Hub for regional owners to share success stories, and Boomerang Customers (following a key contact to their new employer).
A customer marketing or account-expansion workshop that needs program designs, collaboration with RevOps, and practitioner playbooks fits here better than the enterprise deal skills Tom Kerr's posts address.
The champion idea is present but framed around customer marketing and lifecycle work, making this a closer match for post-sale expansion than for the negotiation room.
These programs explain how to structure an expansion and renewal motion, but not the seller-level behaviours behind price-objection scripts, a champion scorecard for a deal in flight, or an AI-assisted deal-prep workflow.
Tom Kerr's posts don't explain how to build those tools.
The champion is a customer-marketing concept, not a test a rep runs during an enterprise cycle.
Ask for objection drills and deal-level tools if those are part of the brief.
Choose Askia Sisay when the enablement goal is forecasting and pipeline discipline and the audience is sales ops, revenue leaders, or managers who own the number.
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The two posts turn forecast failure into named archetypes: a deal marked closed-lost that is 'not warming back up,' a verbal with no paper or signature, an inbound demo request already forecast to close in four days, a sandbag revealed late in the quarter, and an $80K enterprise 'Hail Mary' where procurement and legal do not know the deal exists. Set against quarter-resolution jokes about CRM updates and week-12 panic, this gives leaders shared references they will recognise and repeat in deal reviews.
The form is satire and recognition, not instruction.
A rep finishes knowing how to name a bad forecast, but not how to fix one: there are no questions to ask, scoring rubric, or sequence for a live deal.
Sellers who need to rehearse objection responses or champion-building will need a separate source for those drills.
Choose Daniel Steinberg when the aim is to show leaders how one message becomes three different realities, or how an enterprise deal can stay 'alive' for a year without anyone saying no.
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The memo post follows a single 8:42 AM announcement through sales, finance, and product on the same morning and shows adoption bleeding over the following months; the second follows an enterprise AE at a legaltech company through a year of roadshows, stakeholder meetings, and slowing emails into a holding pattern. This suits executive alignment, change management, and diagnosing stalled or circling deals where the friction is interpretive rather than technical.
The narrative form builds shared understanding, not seller skills.
Tom Kerr's posts don't explain how to use when-what objection scripts, champion-scoring questions, or an AI-assisted prep workflow.
They focus more on why an organisation misreads a message than on how an individual rep should handle a procurement demand, which is the core of their material.
Tom Kerr's four complete LinkedIn posts address a price objection in an enterprise deal, champion-building during pipeline reviews, a lost six-figure deal with 12 stakeholders, and turning a call recording into a deal page before it reaches the CRM.
The posts carry no publication dates, so the order of the ideas could not be established.
One post points to a video demonstration that is not available; the approach is described only as the post describes it.
The only audience measure stated here is about 6,001 LinkedIn followers on 8 October 2026, with no demographic, seniority or engagement breakdown, so reach claims cannot be tested here.
The posts disclose no sponsorship, client or employment relationship, and publish no sponsorship formats, rates or inquiry route.
No books, shows or earlier career material appear in the posts.
Comparisons in this profile draw on posts by three other business-to-business sales writers
