The Growth Workshop Podcast
Episode 26, Part 1 - Fullcast & SBR: Why The Modern GTM Engine Is Breaking
27 Feb 2026
Chapter 1: What is the main topic discussed in this episode?
Hello and welcome to the Growth Workshop podcast. In this podcast, we'll be sharing insights and hearing from other industry leaders to get their thoughts and perspectives on what growth looks like in modern business. Welcome to the Growth Workshop podcast. This is so exciting. I absolutely can't wait for today's episode. And we've got a guest that's come back for a second time.
So it must have been great the first time. Welcome, Guy Rubin. How are you? Very good. Thank you so much for having me. Yeah, I enjoyed the first session so much, I decided to come back. Fantastic. And then interestingly, we've got our managing director, Alan Morton, here for the first time. I've finally been let in.
Apparently, this is where the magic happens. I hadn't actually received an invite before, so I'm very grateful.
This could be your last, Alan.
I'm hoping I get invited back late guy. Fantastic. And we've got the wonderful Danny Mathers, who's co-hosting today's workshop podcast. So welcome, Danny.
Thank you.
We're going to do a bit of an introduction and then we're going to flood into an amazing conversation. We're going to talk a little bit about how Guy, who is the founder of Ebster and now Revenue Intelligence Director of Fullcast, how he's using an amazing insights report called the Revenue Insights as a Service Report.
And we're going to talk about how Fullcast and SBR can really dovetail and work hand in glove in terms of taking those insights and turning them into actionable insights to actually change and support organizations moving forward in the sales space.
So we're going to go through a number of things through the chapters that sit within the report, and then we're going to have a great discussion between Danny, Alan, and Guy all about how do we actually help organizations change and implement that for the future.
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Chapter 2: How is AI affecting go-to-market strategies?
And we think back to the partnership. We've known you for many years, a friend, a partner, and it's great to spend some time with you. I'm going to go to Alan to just share a little bit about SBR Consulting. What are we doing in 2026? But also, how does the partnership work with Fullcast and the REAS report? Guy just spoke about.
I'm answering the last question first.
I think the key thing that Guy and the team at Fullcast do an amazing job of, he's mentioned the benchmarks, is removing some of that subjectivity and let's go past opinion and actually look at the data and actually that ability to actually compare and contrast how an individual organization's performing versus a benchmark which is as rich as the team at Fullcast produces is incredible.
and gives us a great basis to then actually think about if the gaps are clear, how do you close those gaps? And then actually, if the interventions are in place, are we seeing the impact and the outcomes that you would expect in terms of the data going through? Guy and I have known each other for a long time.
In fact, actually, I think the first podcast we did together was the EBSDA podcast a number of years ago, so it's always a pleasure. Being here and it ties in really with what we focus on at SPR, which is execution excellence. Fundamentally, we're a growth consultancy, transformation, enablement and effectiveness. And really throughout that, it's the ability to actually think about outcomes.
and how our clients can deliver better outcomes from the commercial teams, but most importantly, how they can get that clarity in a really data-driven way. And definitely looking forward to sharing some of the thoughts that we have as you think about capability and how we can really measure that, as well as some of the aspects that might appear in terms of pipeline health, coverage,
velocity, all those other incredible insights that the forecast teams.
It's like you two are the perfect trailer for this episode. You tease us, you tell us, and then all of a sudden we're going to unpack it all later and then watch the movie. I'm going to move us all to a pithy summary response on this first question.
And then what we're going to do is we're actually going to go through the REAST report and the chapters, and then we're going to connect what's the insights that Fullcast can glean from working with organizations in that report. And then Alan and Danny are going to talk about how do you close those gaps. So it's a really exciting next 30 minutes or so.
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Chapter 3: What insights does the Revenue Intelligence as a Service report provide?
Let's flood with these new AI tools without really thinking, well, how are we going to extract meaningful data in the first place? Do we have data that we can use to tell a bigger story?
So I feel like there's a lot of going around in circles of people thinking this is the right thing to do and then immediately pulling back with this isn't working for us and it's not working because data is broken.
To build or an opinion from either of you, what's your perspective? Who wants to go first? I'll let the guest.
I've definitely got an opinion, but fascinated to your guy as always. Yeah. Go-to-market is broken. That's the reality of the situation. And the challenge we have is that the data that we're relying on to make decisions isn't consistent enough. And so while it's a boring topic to focus on, we have to start by connecting data at the source.
We need to stop relying on humans to be responsible for logging things for us to be able to report on it. The good news is that we have access to things like mailboxes and calendars and call recordings and CRMs and so on. And when we bring that data from source together, something magical happens. You start to see patterns that are much more consistent than what you can see in a CRM on its own.
And when you start to unlock these patterns, we can see that there is a growing delta between what our top performers are doing and what the rest of our sales teams are doing in their day jobs.
And in an AI world that's flooding top of funnel with mostly irrelevant leads, we live in a world where unless you're an experienced seller that knows what they're looking for, it's very easy to spin wheels working on things that are never going to generate any revenue. And so really as sales leaders, what we need to do is be a lot more descriptive with our sellers and help them to win more.
And we can do that by starting by fixing that data and then turning that data into insights that they can digest. Easy to understand insights because ultimately, while they've all got an opinion, you'd be surprised that lots of salespeople do have opinions. Not surprised. Yeah. In reality, once you show them a route to winning more, they'll all want to follow it.
So it's our role as leaders to open that door and to give them certainty that the data that their insights are being built on is accurate and then get everyone aligned to how they can win as a unit. Brilliant.
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Chapter 4: How can organizations improve their sales performance?
Let me just do my maths quickly. 70 years of amazing experience here. So the challenge over the next period of time when we discuss is, that's a common, GTM's broken. It's a common thing that we've heard, not just this year, last year, et cetera. So there are ways in which we can actually solve for that.
And at the end of this conversation, it would be amazing to actually put some of these tools together as we go through that. So if we think about the Revenue Insights as a Service report that's built by Fullcast with all of the amazing technology, Guy, just top to bottom, what are the chapters that sit within that document?
Okay, so once we've connected to all your disparate data sources, at the end of each quarter, we will deliver back a report, and the report has five chapters. The first chapter is a holistic overview. It's basically a summary of what's gone on in go-to-market, and it compares usually the last four quarters, and then as we move on, we pick up more as we go.
Once we covered the overview, we then dive into win-loss analysis. So looking at all the deals that closed one and lost over the last 12 months, and what are the signals that led to growth or led to those deals closing one? And what are the danger signs on the deals that closed lost? Once we understand what those patterns are, we move on to chapter three, where we look at the live pipeline.
So we're looking at the deals that are currently in flight and referring back to those signals we saw earlier around the win-loss analysis to see which of the deals that are in flight could have a higher win rate if we did things slightly differently. Once we understood that, we jump into seller coaching.
So building leaderboards of the sellers, understanding things like which part of the qualification process are they strong at and which areas do they need more attention for? Or how well or badly are they doing at dealing with objections? And were they better this quarter than they were last quarter? And you can get all of those insights by reanalyzing all those historical call recordings.
Once we've done the seller coaching and highlighting where there's change that needs some attention, then we look at the process itself and really just trying to identify where in the sales cycle or the whole customer journey, where are the pinch points? Where's this friction? Where are we slowing down? And all of that delivers a set of recommendations and next steps. We're not the change agents.
That's where SDR come in. And they built an engine and really a muscle to take these insights and use them to drive change within the business.
Perfect. And what a great way to... set up the next part of the conversation. One of the things that Guy's referenced to me, we were at a dinner with a mutual partner a couple of months ago, and Guy was talking about how when you're talking to private equity investment managers and operating partners and deliver the REAS report, And here you are, CEO. Here you are, CRO.
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Chapter 5: What are the common challenges in go-to-market execution?
And what we can do, and what's great about that, is you can compare different go-to-market motions. You might have an enterprise play and an SMB play. Normally the enterprise play is the more efficient one, but not always. So really understanding what's working and what is helping us becoming more efficient and where are the areas of concern.
A lot of the data, we do hundreds of these reports now for customers every year. And what we're seeing is that for some organizations, for most organizations where they're doing well, the sales efficiency is continuing to increase, but all the data points behind that sales efficiency aren't all even. So we're seeing a lot more volume top of funnel at the moment.
And what that's disguising is win rates dropping, sales cycles increasing, and average deal values going down. And so we have to dive into the data in a bit more detail to really understand not everything is always rosy.
And so looking at the sales velocity components to make sure that actually we are not just using brute force here, but actually we're getting more efficient in the way that we operate as well.
Perfect. That's a great topic to start off with. So sales velocity. So change agents, Danny, Alan. Alan, for you, what would you see SBR doing to support improving some of those individual metrics with clients? Any stories you can share too?
Yeah, absolutely. I mean, one specific story stands out about an organization that we're working with at the moment. And like many, they're representative of the fact that
aspirationally they're looking to move up market and they're also looking to move from selling point products fundamentally to solutions you know it was ever thus many of us have led organizations where that's the aspiration and that should be reflected in larger deal sizes as people actually are really thinking about how they can really craft and deliver an outcome
as opposed to worst case responding to a requirement, which is very much feature function technology led as opposed to business outcome led. And where that leads us is back to the classic situation that we've seen over the years.
And I remember this being represented brilliantly by Forrester years ago in an article I still reference because I think it's still relevant, the death of a B2B salesperson. And we're consultants. We love a two by two. They create a great two by two. Complexity of the buyer dynamic increasing. and then complexity of the proposition set increasing.
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Chapter 6: How do top performers differ from average sellers?
Until next time, keep up that forward thinking mindset. Goodbye.