Wendy Lieber focuses on helping businesses generate more revenue from the customers, past conversations, and leads already in their CRM. Her posts emphasize assigning clear ownership, following up, segmenting contacts, and using content to restart sales conversations.
Wendy Lieber is most useful for CRM reactivation, sales-led content, and finding growth in existing contacts.
Best for
B2B marketing agency building CRM reactivation and content strategy offers.
Not for
Consumer wellness paid placement campaign needing high reach and audience engagement data.
Key takeaways
Assign one person to own CRM follow-up, segmentation, campaigns, and results.
Call five customers and revisit stalled leads.
Use objections from lost deals to shape content.
Check first: Confirm LinkedIn follower demographics, newsletter list figures, and prior webinar attendance data.
Main ideas
The next million may already be in the CRM · The CRM problem is ownership, not effort · Sales creates oxygen; operational problems should not run the company
Wendy Lieber’s work focuses on finding growth in the customers, past conversations, and leads already in a company’s CRM.
Across these posts, they argue that follow-up needs clear ownership and that sales conversations should not be postponed while a business chases new leads or gets stuck in operational problems.
The posts also connect CRM and content assets to company value and show how lost deals can reveal questions future content should answer.
Lieber turns a broad call to improve marketing into concrete sales actions: assign one person to own CRM follow-up, segmentation, campaigns, and results; call five customers; revisit stalled leads; and use objections from lost deals to shape content.
The examples make the advice practical, while the acquisition post adds a less common angle: neglected websites, CRMs, content libraries, audiences, and brand foundations can mean more work and risk for a buyer.
Readers looking for grounded ideas on CRM reactivation, sales-led content, or marketing assets may find these posts useful.
Wendy Lieber's recurring argument is that businesses overlook revenue already within reach: current and past customers, stalled deals, and warm leads sitting in their CRM.
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Their posts return to connected priorities: put one person in charge of that database, use direct sales conversations to break out of operational spirals, mine closed-lost deals for content, and treat marketing assets as part of what a company is worth.
The short LinkedIn updates point to longer Side of Bacon writing and related series.
The reasoning is consistent, with the emphasis shifting for a business stuck in operations, a marketing team, or an owner preparing to sell.
The next million may already be in the CRM
Lieber's central argument is that companies chase new leads while ignoring contacts who already showed interest: current customers, past customers, stalled deals, warm leads, and people who bought once and may buy again.
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These people raised a hand at some point, Lieber argues, so restarting the conversation is cheaper and faster than starting from nothing. The choice: examine opportunities already earned before adding another lead source, tool, platform, or tactic.
One post opens flatly: "I know where your next million is.
It is sitting inside your CRM," then names each segment and proposes using the next six weeks to clean the list, segment it, and start the right conversations.
A companion post sharpens the question: if you could not generate a single new lead for the next 90 days, would your business stall or still grow?
Where a CRM goes unused, Lieber argues, the problem is not laziness: sales and marketing each pursue their own priorities, leadership lacks visibility, and the database becomes something everyone touches but no one owns.
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The proposed fix is structural, not motivational: give one person responsibility for follow-up, segmentation, campaigns, and results. Only then, Lieber says, do dormant conversations restart and revenue become more consistent.
In the post about "the gold already sitting in their CRM," Lieber writes that the data "just sits there" and that "the issue isn't effort.
It's ownership."
The recommended shift is to give one person accountability for follow-up, segmentation, campaigns, and results.
Lieber says this leads to resumed conversations and resurfaced opportunities.
Sales creates oxygen; operational problems should not run the company
Lieber argues that founders absorbed by operations can quietly stop selling, and that resuming sales action restores the options and momentum needed to solve everything else.
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Their method is deliberately small and concrete: set the operations mess aside for at least a day, call five past, current, or prospective customers, pull the leads sitting in the CRM, and ask someone to buy out loud. Lieber notes that "sales cures all" is debatable, but insists sales creates oxygen.
Lieber tells of an e-commerce CEO in a room of CEOs who was drowning after an investment.
The investor was supposed to handle manufacturing, inventory, and partnerships, but none of it was happening.
Asked what he was doing to sell his product, the CEO looked at the room like they had three heads.
He had stopped building the company and was spinning inside the problems.
Once sales picked up again, Lieber writes, the company was thriving — and the investor started showing up too.
Lieber treats deals that slipped away as buyer intelligence rather than a write-off.
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Lost deals reveal what buyers questioned, what they did not understand, and what made them hesitate; those clues should shape the content that exists before the next sales conversation even begins.
The post credits the recurring CPR for Your CRM series and contributor C.R.
Emmie, presenting the argument through a guest's work as well as Lieber's.
The post opens with the habit it criticizes: "We spend so much time chasing new opportunities that we forget to learn from the ones that slipped away." It points readers to a Closed-Lost Insight Worksheet for turning those patterns into content and future revenue.
Marketing assets are part of what a company is worth
Beyond current revenue, Lieber argues, website condition, CRM, content library, audience, brand foundation, and growth plans carry weight alongside financials when a company is evaluated.
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Strong assets make the opportunity easier to see; neglected ones add work, risk, and leverage for the buyer.
Lieber says they saw this firsthand while evaluating several companies as potential acquisitions for ContentBacon.
Financials mattered, but so did the condition of the website, CRM, content library, audience, brand foundation, and growth plans; every neglected asset meant more work and more risk.
From the acquiring side, this is a buyer's view of what to look for, not a seller's playbook.
This post shifts from the immediate-revenue focus of the CRM posts to a longer-horizon concern: what the same assets are worth when a company is sold. It shows how Lieber adapts the argument for an owner thinking about valuation rather than a marketing or sales team chasing this quarter's pipeline.
Answers the question a newcomer is most likely to ask: why focus on CRM reactivation instead of new lead generation?
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It states the account’s core argument clearly.
The post argues that the biggest opportunity lies not in new leads but in the database already in the CRM.
It poses a direct thought experiment: if the business could not generate a single new lead for 90 days, would it stall or still grow?
Most companies, it says, already have past conversations, stalled deals, and existing customers who raised a hand, but the data sits unused.
The problem is not effort; it is ownership.
Sales and marketing work separately, leadership lacks visibility, and everyone touches the CRM but no one owns it.
The post recommends assigning one person responsibility for follow-up, segmentation, campaigns, and results—a shift it says leads to resumed conversations, resurfaced opportunities, and more consistent revenue.
For brands planning a campaign
Use this as the core thesis for a whitepaper or webinar on CRM reactivation. Turn the 90-day no-new-leads question into an audience prompt, and use the ownership point to structure a section on assigning responsibility for follow-up, segmentation, and content engagement.
Explains what to do when operational problems take over a company and why sales action comes before fixing everything else.
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It is the most story-driven original among the posts here.
The post recounts the story of an e-commerce CEO in a room of CEOs, overwhelmed after taking investment.
The investor was supposed to handle manufacturing, inventory, and partnerships, but none of it was happening, leaving the CEO deep in everything going wrong.
Someone asked what the CEO was doing to sell the product.
The realization, the post says, was that the CEO had stopped building the company and thinking about growth.
The advice is direct: set the operations mess aside for at least one day, call five customers, pull the leads sitting in the CRM, and ask someone to buy out loud today.
The post concludes that sales creates oxygen, giving a company options, momentum, and a fighting chance to solve everything else.
For brands planning a campaign
Use as a webinar opener or sales-first argument for a B2B audience buried in operations. The five-customer call and CRM lead pull can become a simple exercise that leads into a broader campaign on revenue action.
Shows how to start a CRM reactivation push within a defined period, naming the audience segments and sequence of actions.
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The post says the next million is sitting inside the CRM: current customers, past customers, warm leads, people who raised their hand and disappeared, and people who bought once and may buy again.
Before chasing another lead source, tool, platform, tactic, or shiny new thing, it urges readers to look at opportunities they have already earned.
It presents the next six weeks as a window to clean up the list, segment it, start the right conversations, and build momentum for the second half of 2026.
The post points to a Side of Bacon playbook for doing exactly that.
For brands planning a campaign
Use as a time-bound lead magnet or playbook promotion. A six-week CRM cleanup and segmentation webinar can follow the post’s sequence: clean, segment, start conversations, and build momentum.
Explains why marketing and CRM condition matter beyond current revenue, especially for owners thinking about valuation or acquisition.
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It introduces a buyer concern distinct from the revenue themes in the other posts.
The post says the author saw this firsthand while evaluating several companies as potential acquisitions for ContentBacon.
Financials mattered, as did the condition of the website, CRM, content library, audience, brand foundation, and growth plans.
Every strong marketing asset made the opportunity easier to see; every neglected one meant more work, more risk, and more leverage for the buyer.
The post points to a Side of Bacon issue about what the author looked for and how to build marketing assets that create revenue now and make the company worth more later.
For brands planning a campaign
Use for a C-suite or owner-focused whitepaper on marketing asset value in M&A. Pair the post’s asset list with a valuation checklist or assessment framework for companies preparing for a sale.
Shows how lost deals can inform content strategy, connecting sales objections to the content that should exist before the next sales conversation.
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The post says people spend so much time chasing new opportunities that they forget to learn from the ones they lost.
Closed-lost deals are full of clues: what buyers questioned, what they did not understand, what made them hesitate, and what content needs to address before the next sales conversation.
It mentions C.R.
Emmie returning with another CPR for Your CRM and a way to turn lost deals into useful content and future revenue.
It points readers to a full post and a Closed-Lost Insight Worksheet.
For brands planning a campaign
Use as a worksheet-led webinar or lead magnet. The Closed-Lost Insight Worksheet can anchor a session on mining lost deals for buyer questions and turning those questions into content themes.
Lieber argues that companies may find growth in past conversations, stalled deals, current customers, and warm leads—not only in new lead generation.
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They point to unclear ownership and weak follow-up as reasons those contacts go unused.
Assign one person responsibility for follow-up, segmentation, campaigns, and results; use CRM content and automation to support those conversations.
For brands planning a campaign
A CRM reactivation whitepaper or webinar could help B2B marketing teams identify dormant segments, assign an owner, and plan follow-up. Make the advice specific to restarting existing conversations, without promising a particular revenue result.
Use sales conversations to break an operational spiral
In a story about an e-commerce CEO overwhelmed by company problems, Lieber describes a direct question about selling as the prompt to refocus on growth.
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Their suggested actions are to call five past, current, or prospective customers, review CRM leads, and ask someone to buy.
Set aside operational issues briefly, contact customers, revisit CRM leads, and make a direct sales ask.
For brands planning a campaign
This approach could support a practical webinar for founders or sales teams that turns a general growth challenge into a short list of immediate customer conversations.
Lieber treats closed-lost deals as a source of buyer questions, misunderstandings, and hesitation.
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They connect those clues to content that can address concerns before future sales conversations.
Review closed-lost deals for buyer objections and unanswered questions, then translate recurring findings into content.
For brands planning a campaign
A content strategy offer could show marketing and sales teams how to review lost deals, identify recurring buyer questions, and use those findings to shape sales-enablement content. The post refers to a worksheet; ask for a copy, as it is not included in the posts here.
Lieber says that, when evaluating companies as potential acquisitions for ContentBacon, website condition, CRM, content library, audience, brand foundation, and growth plans affected how they viewed an opportunity.
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They frame neglected assets as additional work and risk for a buyer.
Assess the condition of marketing and customer assets alongside financials when considering a business.
For brands planning a campaign
This perspective could inform a whitepaper or webinar for business owners preparing for a sale, focused on how to assess and strengthen marketing assets. Ask for evidence of how those assets affect valuation.
Wendy Lieber’s posts show a working connection to ContentBacon, a content series called Side of Bacon that they call theirs, and promotion of CPR for Your CRM by C.R.
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Emmie. The posts don’t state whether they own or are employed by ContentBacon; ask Wendy to clarify their relationship and its terms.
ContentBacon
Disclosed partnership
Wendy says they saw the condition of marketing assets firsthand while evaluating companies as potential acquisitions for ContentBacon.
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The posts don’t state whether they own, work for, or advise ContentBacon; ask Wendy to clarify their relationship and its terms.
Wendy Lieber's writing is worth following if you work on the demand a company has already generated rather than the leads it has not yet found.
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Their short LinkedIn posts usually open with a claim a reader can act on — the next million is sitting in the CRM, the CRM problem is ownership rather than effort, sales creates oxygen — and each points to a longer piece in their newsletter, Side of Bacon.
Start with the CRM posts, which explain why past customers, stalled deals and warm leads go unused and what changes when one person owns follow-up, segmentation and campaigns.
Then read the acquisition post, where they describe evaluating companies as potential purchases for ContentBacon and weighing website condition, CRM, content library, audience and brand foundation alongside financials; it shifts the same argument to a longer horizon and a different reader.
The closed-lost post credits a recurring series and a guest contributor, showing how they extend the argument through other people's work.
Karuppanan makes the same move as Lieber: he argues the crowded top of the funnel is not where the advantage is, and points instead to the deals and conversations a company already has.
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Both write about what is already sitting in the CRM and sales stack, and treat stalled deals as the place where revenue is quietly lost.
Karuppanan writes for enterprise SaaS and IT services teams running account-based marketing.
Their material is technical: it covers the specific structure of Claude skills for deal reporting, audience targeting, account research, field marketing and stall diagnosis, including buying-committee coverage and champion tracking.
Lieber stays at the marketing and ownership level: who is responsible for the database, how to segment it, and what content restarts the conversation.
Read Karuppanan for AI tooling built into an ABM program; read Lieber for the diagnosis and accountability fix, written for a smaller company.
Abraham arrives at the same conclusion as Lieber from a different starting point.
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A client asks for a hire; Abraham argues the real issue is that nobody owns the follow-up and money is sitting unclaimed in the CRM. Both writers are more interested in the growth problem hiding inside an operations problem than in adding another tool or person.
Abraham's subject is organisational design and delegation: what an owner should stop doing, why someone worth $200 an hour spends half the day on $20-an-hour work, and how to tell the difference between doing something because you are best at it and doing it because nobody else owns it.
Lieber's version stays on the marketing side: segmentation, campaigns, automation and content for restarting dormant conversations.
Read Abraham for the staffing and prioritisation question, and Lieber for the demand-generation question that follows.
Dowley and Lieber share a diagnosis of the gap between marketing activity and pipeline reality.
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Both argue that impressions and click-through rates prove nothing on their own, that the tracking and CRM work underneath the reporting matters most, and that marketing should make the sales conversation warmer rather than run alongside it.
Dowley works on paid media supporting an existing outbound motion and walks through the unglamorous upstream fix: connect the form to the CRM, agree on what a qualified lead means, then count them.
Lieber's subject is the contacts a company has already earned and the ownership and content that reactivate them.
Dowley is the better follow for a team buying or defending paid spend; they are the better follow for a team that has not yet worked the database it already has.
Wendy Lieber's posts address owners and executives deciding where growth comes from — one describes a room of CEOs where a struggling founder is asked what he is doing to sell — as well as the marketing and sales teams responsible for CRM follow-up, segmentation and content.
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For a B2B marketing agency building CRM reactivation and content strategy offers, the subject matter aligns with the buyers it would want in a whitepaper download or webinar seat.
Lieber's LinkedIn profile had 7,678 followers on 9 October 2026, a useful scale signal for a LinkedIn campaign, but the posts and follower count don't establish the audience's professional composition.
Before committing to a co-branded webinar or gated asset, ask for LinkedIn follower demographics (job function, seniority, company size and geography), audience survey results, newsletter list figures, and attendance and registration data from prior sessions.
LinkedIn followers
7,678
Follower count for the LinkedIn profile where the reviewed posts were published · 2026-10-09
No partnership or sponsorship offering is stated in Wendy Lieber's posts.
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They use LinkedIn to market their services: they invite readers to "Book time with me" to discuss CRM reactivation work, promote the newsletter, Side of Bacon, as a free playbook resource, and point to a recurring series titled CPR for Your CRM.
These are routes to working with them or reading their material, not published partnership formats.
The posts state no terms, deliverables, pricing, audience specifications, or sponsorship inquiry process.
Ask Lieber for a rate card, media kit, sponsorship page, or details on accepted formats and how to inquire.
CRM reactivation campaign: a B2B marketing agency is building CRM reactivation and content strategy offers and wants a named practitioner to anchor a gated whitepaper and a supporting webinar.
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This is a good fit, with one qualification.
The published argument lines up with the offer almost exactly.
Wendy Lieber's central claim is that the bigger opportunity is usually the contacts already in the CRM, not new lead volume, and that those contacts go unused because of ownership rather than effort: sales and marketing work separately, leadership lacks visibility, and no one is accountable for follow-up, segmentation, and campaigns.
The thinking tool behind it is easy to turn into a campaign device: if you could not generate a single new lead for 90 days, would the business stall or keep growing?
A second post gives a time-boxed sequence that maps onto a six-week reactivation push, and a third supplies a distinct angle for sales-enablement content by mining closed-lost deals for the questions buyers asked and the hesitations that were never answered.
For an agency selling CRM reactivation, that is a rare case where the creator's public thesis, the offer, and the buyer's objection all sit in the same place.
The qualification is reach.
The profile where these posts appear shows 7,678 LinkedIn followers, observed 9 October 2026, and the posts do not break that audience down by job function, seniority, company size, or geography.
Treat this as a co-created educational asset with a practitioner, not a paid-reach buy, and ask for follower demographics or past webinar registration and attendance figures before setting a registration target.
When to choose a specialist
Consumer wellness placement campaign: a consumer wellness brand wants a high-reach creator to run a paid placement campaign for a new retail product, with deliverables spanning short-form video and sponsored posts, and it wants audience reach and engagement data up front.
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This is a poor fit on two independent grounds.
First, the subject matter does not transfer.
Wendy Lieber's posts address owners and executives deciding where growth comes from, and the marketing and sales people who would own CRM follow-up and content.
The examples are B2B revenue mechanics: pipeline review, closed-lost analysis, marketing assets as acquisition value.
A consumer awareness push needs a creator whose audience already wants the product category, and the posts here do not show that audience.
Second, no partnership offering is documented in the posts.
They market Lieber's own work and newsletter, invite readers to book time, and point to a recurring content series, but none states formats, deliverables, pricing, audience specifications, or how to make a sponsorship inquiry.
Request a media kit, rate card, or sponsorship page.
A third, smaller concern applies to any video-first campaign: only text posts appear here, so there is no basis for judging on-camera or short-form video work.
Do not present a video commitment as reasonable without seeing examples.
A worked campaign example
Worked angle for the agency's CRM reactivation whitepaper and webinar: a whitepaper titled around the 90-day test, with a webinar that uses the same structure and ends in a usable worksheet.
The whitepaper opens with the thought experiment rather than a definition of CRM reactivation, because the question is what makes a reader keep going.
Structure it in four parts.
One: the 90-day question and the argument that dormant contacts are an earning asset.
Two: the ownership gap, framed as a diagnosis readers can run on their own company, with the failure pattern of sales and marketing working separately and leadership having no visibility into whether the CRM is producing opportunities or quietly working against the business.
Three: the reactivation sequence, using the published steps of cleaning the list, segmenting it, restarting the right conversations, and building momentum over a defined period, with the segments named as current customers, past customers, warm leads who raised a hand and disappeared, and one-time buyers who may buy again.
Four: the sales-first interrupt, borrowed from the story of an overwhelmed founder who stopped selling while problems ran the company; the prescription there is concrete and cheap to try, which suits a webinar exercise.
The webinar runs 45 minutes: ten minutes on the 90-day question and ownership gap, twenty on segmentation and follow-up ownership, ten on mining closed-lost deals for the buyer questions that should shape content, and five on the assignment, where attendees commit to one owner, one segment, and five customer conversations in the next week.
The lead magnet is a one-page ownership and segment planning sheet plus a closed-lost review template.
Build those two resources in-house: a Closed-Lost Insight Worksheet is mentioned in one post but is not published, so it cannot be repackaged or promised.
Next step for the agency: confirm with Wendy Lieber that the whitepaper and webinar draw on the published CRM and reactivation arguments, request follower demographics and any prior registration or attendance data, and confirm whether a partnership or co-marketing format exists before committing to a paid arrangement.
Choose Omprakash Karuppanan when the offer and audience are about deals already in progress, not contacts that have gone quiet.
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The published work targets enterprise SaaS and IT services teams running account-based marketing on HubSpot or Salesforce.
It addresses a middle-of-funnel problem: deals that stall for reasons nobody has written down.
The method is specific: read every sales call recording, webinar Q&A, and email thread attached to an open deal, then flag when a champion goes quiet, an objection gets buried, or a new stakeholder appears but is never tracked.
Rank deals by cause: single-threaded, champion lost, no compelling event, buying-stage mismatch, sequence fatigue.
A whitepaper can use a concrete number: in an audit of 31 stalled accounts, 17 had a trigger event in the previous 60 days and nobody acted on it.
The material also draws a clear line between where AI helps (reading transcripts at scale, scoring signals, detecting patterns across thousands of conversations) and where it does not (deciding which three accounts to call this week), giving a webinar a real point of disagreement to work through.
If the agency's audience is revenue operations or ABM leads who already hold CRM and call data, this is closer to their week than Wendy Lieber's dormant-contact argument.
The tradeoff is a narrower door.
The material assumes a working sales motion and the tools to inspect it, so teams without call transcripts or clean CRM records cannot run the exercise; the agency would need to add setup guidance.
The framing is operator-level rather than owner-level, making it better suited to a working session than a gated whitepaper for founders and marketing leaders.
It does not address list reactivation or content strategy, the two pieces at the centre of the agency's offer.
The comparison rests on two posts, so treat this as a reason to look further at Omprakash Karuppanan's work, not a settled read on their range.
Abraham when the agency wants to sell the diagnosis before the campaign.
The published work starts where clients actually begin: the requests are 'I need an EA,' 'I need somebody following up with these leads,' and 'I need someone to take this off my plate.' The argument is that those requests hide an ownership gap.
The owner is selling, managing the team, and handling clients, while hundreds or thousands of dollars in opportunity sit untouched in the CRM because no one is accountable for it.
A second post turns the same idea into a self-audit any reader can run: look at yesterday's calendar and separate what you still do because you are the best person for it from what you do simply because nobody else owns it.
That makes a natural opening exercise for a webinar or first section of a whitepaper.
The material is written for owners and leadership teams rather than marketing staff.
For a shortlist built on 'who owns this,' J.
Abraham supplies the framing more directly than Wendy Lieber's posts do.
The tradeoff is that it stops at diagnosis.
Where Wendy Lieber's published material moves from ownership into segments, follow-up, and content, this material does not.
The agency would need a second practitioner or its own methodology to deliver the how-to half of the offer.
The examples come from small businesses and companies doing millions of dollars; how well the framing fits the larger B2B marketing organisations the agency may target is unclear.
Two posts are a thin basis, and there is no published worksheet or resource library to cite or repackage.
Faith Dowley is the stronger option when the difficult question is whether the spend did anything.
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The published material focuses on measurement and paid media.
One company put $15,000 into LinkedIn ads across a full year and got impressions, clicks, and a click-through rate, but nobody could say what happened after the click.
Another ran campaigns for two products at once; half the leads were wrong for both, and someone on the team manually logged every inbound call to work out where it came from.
The stated fix sits upstream of the ads: build the tracking layer, connect the form to the CRM, and agree on what a qualified lead means before counting them.
The material favours spending the first three weeks of an engagement on that work rather than producing a prettier report.
A second post makes a case the agency can build an asset around: paid media works best as a warm-up layer that makes existing outbound conversations easier, not as a separate lead-generation motion.
If the offer includes paid media, or the buyer has a strong outbound team, this speaks to the objection the agency will actually face in the room.
The tradeoff is scope.
This is a paid-media and reporting argument, without campaign creative direction, content strategy, or list reactivation mechanics.
A whitepaper built on it would feel more analytical and less immediately actionable to an audience that does not run paid campaigns.
The examples are single-company anecdotes without a documented reporting framework or templates, so the agency would need to build those deliverables itself.
The comparison rests on two posts; neither states what Faith Dowley offers commercially or how to start a conversation with them.
Five LinkedIn posts by Wendy Lieber cover CRM reactivation, sales action, closed-lost deal analysis and marketing assets in acquisition evaluation.
The posts do not state their publication dates, so the order in which these ideas developed cannot be confirmed.
No videos, transcripts, newsletter issues or other channels are mentioned here.
Comparisons with Omprakash Karuppanan, J.
Abraham and Faith Dowley draw on two posts each and do not use follower or audience demographics to judge similarity.
As of 9 October 2026, Wendy Lieber has 7,678 LinkedIn followers; this is a scale signal only, with no breakdown by job function, seniority, company size or geography.
Wendy Lieber's posts do not describe partnership formats, pricing or a sponsorship inquiry process; a media kit, rate card or sponsorship page would be the specific documents to request.
