Enterprise GTM can look healthy long after the commercial reality has changed.
The deal is active. The forecast is holding. AI usage is growing.
But who still controls the decision? What supports the revenue expectation? And how much further is the customer actually willing to go?
I’m Deane, The Sales Rebel™. I examine what enterprise GTM leaders are misreading—and what those misreads cost the business.
Follow my thinking
YouTube · LinkedIn · Aunty Deane on Instagram
What is your team calling progress?
Your champion is still enthusiastic. The person who can approve the purchase has different priorities.
The deal remains in the forecast. The customer’s reason to act has weakened.
AI usage is rising. The customer still won’t let it near consequential work.
These situations affect where you invest, what you forecast and which accounts you expect to grow.
The trouble starts when the team keeps carrying yesterday’s interpretation into today’s decisions.
What has changed on the customer’s side that justifies your confidence?
What I’m watching in enterprise GTM
Decision power and deal control
Who can move the purchase, who can stop it, and what happens when influence shifts while your team keeps working the same relationships.
Forecast and pipeline distortion
How assumptions gain credibility as they travel through the organisation—and become revenue expectations nobody wants to challenge.
AI and commercial signals
What adoption, usage and AI-supported analysis actually tell you about customer commitment, operating limits and room to grow.
APAC–U.S. operating judgment
Where assumptions about buyers, authority and execution break down across markets, even after the research looks complete.
I bring these questions into public GTM discussion through my writing and videos.
Experience behind the judgment.
Since 1997, I’ve sold through major economic crises across tech, telecom and banking, in Asia and the U.S.
That experience shapes what I pay attention to: who will defend the purchase, who will own the outcome, and whether the customer’s commitment supports the story being told internally.
Markets change. Technology changes. Someone still has to bear the consequences of saying yes.
That is where much of my work begins.
When the decision warrants a closer look.
I also offer senior advisory on complex enterprise GTM situations involving deal control, forecast confidence, AI commercial assumptions and APAC–U.S. execution.
Tell me what decision you’re facing and what is at stake.
Discuss a GTM issue
adminsr@thesalesrebel.com
The Sales Rebel™ · Deane
Enterprise GTM perspective. Senior operating judgment.
