Enterprise Sales Lessons from Sport with Tanvir Bhangoo

The Q2 Reality: Protect the Core, Don’t Chase Shiny

When macro headwinds hit, the enterprise response is predictable:
cost-cutting, tool consolidation, and a pause on new initiatives. CFOs scrutinise line items, ask what can be stopped, what can be consolidated, and de-prioritise net-new vendors unless they’re mission-critical. Result? Sales cycles lengthen and pipelines shrink.

“This is when companies protect the core. New tech and launches go to the back burner.”

The takeaway for revenue leaders: reset expectations, re-qualify rigorously, and focus on highest-probability paths to value.

Go Back to Camp: Process Over Panic

In sport, championships are won in training camp, not on game day. The same holds in sales during messy quarters. Before you “do more outbound”, run a camp:

• Audit the foundations: messaging, ICP, qualification, stakeholder maps.
• Stop doing what doesn’t move the needle; double down on what does.
• Rehearse the hard drills: objection handling, multi-threading, commercial storytelling, executive conversations.

“Do less drills—but do the ones that actually make you better.”

From Shotgun to Sniper: Re-Qualify the Enterprise Bet

In enterprise, volume creates noise, not velocity. If cycles are extending and deals are pausing:

• Sniper, not shotgun. Prioritise the 3–5 deals with real executive sponsorship, budget clarity, and painful use cases.
• Kill ‘nice-to-have’ pursuits. If it needs custom work to be a fit, pause it.
• Re-stage the plan with the board early: “Here’s what changed, here’s the impact, here’s our adjusted forecast and why.”

Leaders hate surprises. Over-communicate before the quarter surprises you.

The Mindset Shift: Process Beats Prediction

High performers aren’t fixated on “I’ll close 2 of 6.” They’re fixated on the next controllable action:

• What’s the stakeholder map and who’s missing?
• What’s the next meeting’s objective and proof required?
• What internal resources are needed this week?
• What did we learn; what changes now?

“The rep who manages the process usually beats the rep who talks about results.”

Leading Indicators That Actually Predict

Enterprise ramp can be 6–24 months, so measure what matters before revenue lands.

Execution indicators

• Stakeholder depth: number and seniority engaged across Business, Finance, IT, Procurement.
• Meeting quality: clear next steps, mutual action plan progress, exec exposure.
• Internal orchestration: early involvement of Product, Legal, Security, CS.
• Problem clarity: customer pains and success criteria documented, aligned, repeated back.

Behavioural indicators

• In-person time: willingness to travel and meet—face-to-face still builds trust faster.
• Initiative: self-sourced opportunities, conference presence, proactive follow-ups.
• Restraint: ability to stop low-yield activity and invest in foundational strength.

Do the Hard, Inconvenient Work

Eight Zooms may feel productive; one flight can be decisive. Elite sellers do what most avoid:

• Show up in person for pivotal conversations.
• Practise the drill you hate (because it’s the one you need).
• Slow down to rebuild strength (skills, narrative, references) before you push again.

“It’s the simplest differentiator—and the hardest: show up.”

Own the Pipeline (Don’t Wait for It)

Top performers don’t wait for BDRs or marketing calendars. They source:

• Map the category via industry associations and flagship events.
• Build mini-communities around the problem you solve.
• Create content that opens doors with the exact stakeholders you need.

Self-sourced pipeline correlates with performance because it signals mindset, initiative, and control.

Humans + AI: Automate the Transactional, Humanise the Strategic

AI and automation are compressing the transactional—triage, scheduling, summaries, simple nurture. That elevates the premium on EQ, narrative, and in-person trust for high-value deals.

Use AI to:

• Speed research and prep.
• Structure follow-ups and action plans.
• Keep multi-threaded notes tidy and searchable.

Use humans to:

• Navigate politics and risk.
• Align conflicting goals.
• Build belief.

A 30-Day “Training Camp” You Can Run Now

Week 1 – Assess & Focus

• Re-qualify the top 10 deals; pick the sniper 3–5.
• Build or refresh stakeholder maps and mutual action plans.

Week 2 – Drill the Gaps

• Objection labs, exec narrative, commercial terms practice.
• Book at least two in-person meetings for pivotal deals.

Week 3 – Orchestrate Internally

• Schedule Product, Security, Legal touchpoints early.
• Create a one-page deal brief per account for leadership.

Week 4 – Reforecast & Align

• Present the adjusted plan to the C-suite with rationale.
• Lock weekly operating rhythm and leading indicators.

Final Word

Winning in uncertain markets isn’t about forcing outcomes. It’s about foundations, discipline, and clarity—the same principles that win championships.