Sales leaders: Fix your broken process by ruthlessly focusing on ICP and deal velocity

Jul 29, 2026 · 30 Minutes to President's Club
🎧 PodShort 22 min squeezed to 2 SaaS HoarderSH Sales Tech New
Episode artwork
Armand Farrokh
VP of Sales at 30MPC
Nico
VP of Content at 30MPC
30 Minutes to President's Club
22 min squeezed to 2
Full episode from 30 Minutes to President's Club
Quotable Moments

If your team is like running into a lot of different hit or miss sales cycles, often times what that means is it's not necessarily that your sales process is broken. A lot of times what it means is you're meeting with way too many types of customers and you actually need to narrow that down.

Armand FarrokhVP of Sales at 30MPC
02:00

If I can show that I have priorities on what we should work on, and I have defined or tabled the things that we should not work on, then I can have an honest conversation with the company, with my fellow executives, and frankly with the reps.

Armand FarrokhVP of Sales at 30MPC
19:40

It is a forcing function for you to only demo the parts of your product that were relevant in discovery.

Armand FarrokhVP of Sales at 30MPC
17:40
Key Insights
  • The initial problem was that the sales team was spending a disproportionate amount of time talking to anyone willing to talk, leading to many meetings that weren't with the right decision-makers or target companies.
  • The concept of 'the slot' refers to the sweet spot where deals move both big and fast, indicating the ideal customer profile for efficient sales cycles.
  • A key change was defining the ideal customer profile (ICP) as companies with 500 to 1500 (max 2500) employees, and targeting decision-makers at director level or above, specifically those who could approve purchases or enablement programs.
  • The team was instructed to 'close lost' almost every open deal that didn't fit the newly defined ICP, which initially reduced the number of meetings but improved the quality of opportunities.
  • The 'three-headed hydra' strategy involves getting buy-in from three key stakeholders (e.g., SDR Director, Enablement Director, Sales Director) within an organization to ensure deal progression and higher win rates.
  • Sales leaders should prioritize activities that reward reps for actions that actually matter and coach them away from activities that feel good but don't contribute to revenue.
  • A 'problem worth solving' is defined by the combination of an operational problem and its business impact, ensuring that the sales team focuses on issues that genuinely affect the customer's bottom line.
  • The 'Pimp My Ride' demo approach focuses on only showcasing product features that directly address the specific problems identified during discovery, making the demo highly relevant and impactful for the prospect.
Metrics Mentioned
  • Under $100,000 in revenue (The amount of revenue generated in Q1 for a new business line, indicating a broken sales process.)
  • 20 meetings on the calendar (The number of meetings some reps would have in a week, but many were not with the right prospects.)
  • Minimum deal size of $50,000, closer to $80,000-$90,000 (The new average deal size after defining the ICP and targeting the right personas.)
  • 15k deals (The size of deals that made up the initial under $100k revenue, highlighting the inefficiency of closing many small deals.)
  • 33% win rate (The win rate when getting in front of one director in the right archetype of company.)
  • 25k (The maximum deal size for a 100-employee company, indicating it's not a 'problem worth solving' for the sales team.)

RevBots.ai View:

  • SaaS Hoarders will recognize the tool sprawl symptom: reps drowning in meetings but no revenue.
  • The ICP focus and 'close lost' tactic are classic Tab Hopper to SaaS Hoarder transition moves.
  • Multi-threading is an ARM-stage strategy most AI Sprinklers fail to execute properly.
  • The metrics prove ARM truth: fewer, better deals outperform spray-and-pray approaches.
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