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Leading in the Age of AI (artificial intelligence).
Expert Commentary on Sales Enablement and Strategy
Bridging Technology and Strategy for Business Succes
Strategic Insights for Technology for Sales Excellence
Navigating the Convergence of Technology and Strategy
Empowering Your Organization and People to Thrive
- Orchestrating Impact of Cross-Functional Teams
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Dr. Brian Lambert
Over the past two decades, Dr. Brian Lambert has been committed to advancing the SaaS industry by standing at the intersection of sales, technology, and digital transformation. With his extensive knowledge and experience in organizational behavior, change management, and big data analytics, he is an indispensable asset to technology companies striving for success in the contemporary digital economy. In devising go-to-market strategies, Lambert’s expertise is predicated on an awareness of the technology industry’s dynamic nature and the manner in which digital innovations influence marketing and sales strategies.
Lambert has realigned its training, marketing, and sales operations with the rapid progression of digital transformation and SaaS offerings through its emphasis on sales enablement. His innovative Agility Selling Sales Methodology proves to be especially advantageous when it comes to navigating the complexities of business-to-business (B2B) sales in the technology sector, where success hinges on the ability to comprehend and exploit extensive data and digital tools. In conjunction with the sales competency framework he co-authored, this methodology offers an all-encompassing plan for sales professionals to prosper amidst a digitally transformed corporate environment.
Lambert has made transformative contributions to the fields of organizational behavior and change management as they pertain to technology and SaaS companies. He underscores the significance of harmonizing behavioral systems with organizational objectives to facilitate the smooth integration of novel technologies and strategies. Ensuring this alignment is of utmost importance in a dynamic market characterized by ever-changing technological capabilities and customer expectations, as it directly impacts revenue performance and customer engagement.
Lambert, whose thought leadership has been acknowledged by leading industry publications and organizations, has played a pivotal role in assisting agile startups and Fortune 500 companies to utilize sales enablement as a strategic instrument for digital transformation. By designing and delivering sales curricula, keynote addresses, and leadership programs that are specifically tailored to the tech industry’s unique challenges and opportunities, he has had a discernible international impact. Lambert has established himself as an authority figure in how software-as-a-service (SaaS) companies can use digital transformation, big data, and advanced sales techniques to maintain a competitive edge in the digital marketplace through his contributions to Forbes and MarketWatch.
Lambert’s approach transcends mere theory by being firmly rooted in pragmatic, executable strategies that technology companies may adopt in order to enhance sales dialogues, amplify sales efficacy, and generate favorable business results. By continuously striving to eliminate obstacles to sales efficacy, he guarantees that technology companies will not only adjust to the digital transformation but also assume the initiative to redefine the realm of professional selling. This demonstrates his dedication to sales excellence and passion for the SaaS industry.
His extensive experience in the technology and SaaS industries demonstrates that Dr. Lambert has a deep understanding of the complexities of big data, digital transformation, and the ever-changing nature of sales and marketing. For businesses aiming to succeed in the digital age, his capacity to integrate theoretical understanding with real-world applications has made him a shining example. Companies looking to overcome the obstacles and capture the opportunities presented by the digital transformation of the sales and marketing industries should look to Lambert’s methodologies and frameworks as the industry continues to develop.
Strategy - Technology - Performance
Dr. Brian Lambert is a highly skilled professional with a deep understanding of strategy, technology, and human performance. Throughout his impressive career, Dr. Lambert has navigated through six significant domains, showcasing his leadership skills. From demanding Air Force operations to cutting-edge information technology applications, he is at the forefront of AI and Organizational Performance. His work to overcome traditional silos through the use of artificial intelligence to enhance efficiency promotes collaboration within organizations and helps remove silos and improve collaboration. His extensive experience in B2B selling, HR and enablement, and analytical research and product innovation highlights his dedication to using technology and strategic insights to boost business growth, improve human capital, and reshape organizational norms. Dr. Lambert’s expertise has had a profound impact on sales enablement practices, marketing strategies, and the practical application of AI in business. His contributions have been invaluable in shaping dynamic and agile business ecosystems.
Dr. Lambert brings a unique perspective to driving B2B success, with a focus on breaking down barriers and thinking outside the box. His impressive combination of skills and accomplishments demonstrates his ability to drive transformation and growth in the fast-paced realm of B2B technology, strategy, and revenue.
Find out more about Dr. Lambert’s impact:
- Technical Savvy with Sales Acumen: Dr. Lambert brings a profound understanding of how to leverage technology (AI/ML, Big Data, SDLC, Cloud) to drive sales and marketing performance. His expertise in integrating NLP, big data analytics, and SaaS application development directly into sales strategies ensures that B2B organizations remain at the forefront of digital transformation.
- Enhanced Sales Enablement: His capacity to architect and deploy sophisticated sales enablement platforms and tools empowers sales teams, reducing ramp-up times and enhancing productivity through data-driven insights and automated processes.
- Strategic Community Engagement: By founding international non-profits dedicated to selling and engaging in charity work, Dr. Lambert demonstrates a unique ability to build and nurture professional communities. This translates into powerful network effects for brands, fostering loyalty, brand advocacy, and a deeper understanding of market needs.
- Value Messaging Expertise: His proficiency in crafting compelling value propositions and messaging strategies enhances brand differentiation and market positioning, making products and solutions resonate deeply with target B2B audiences.
- Operational Excellence: Through leading high-impact initiatives that streamline L&D processes and re-engineer workflows, Dr. Lambert significantly improves operational efficiency and service quality. His leadership ensures that organizations operate at peak performance, with a clear focus on quality and continuous improvement.
- Military Precision in Operational Excellence: Leveraging my extensive background as a United States Air Force Officer, I bring military-grade precision and discipline to operational and performance quality enhancements. My experience managing large-scale training programs, overseeing significant budgets, and leading high-performing teams under the demanding conditions of military service has instilled in me a unique perspective on leadership, strategic planning, and efficiency.
- GTM and Product Innovation: Dr. Lambert’s strategic oversight in GTM motion and product engineering enhances market entry and expansion efforts, ensuring that products meet the evolving needs of the marketplace. His ability to guide SaaS product development and lead GTM strategies results in accelerated market penetration and revenue growth.
- Cross-Functional Leadership: By adeptly managing cross-functional teams across product, sales, and marketing departments, he ensures cohesive and aligned efforts that effectively address all stages of the product lifecycle and customer journey.
- Strategic Vision for B2B Growth: Dr. Lambert’s comprehensive approach to translating CEOs’ growth agendas into actionable enablement and GTM strategies directly supports business objectives, driving sustainable growth and competitive advantage.
- Executive Decision-Making: His insights and thought leadership provide executives and B2B CEOs with the strategic frameworks and tools necessary to make informed decisions that align with long-term business goals and market opportunities.
Learn about Brian’s High-Profile Clients and Projects:
Microsoft
Building a modern sales organization
Symantec
Global sales leadership development
Cisco
Enablement operating model for partnering with the business
Starbucks
Developing B2B sales motion
AMEX
New Hire Training for Digital Age
Macy’s
Accelerated New Associate Onboarding
Consult Brian on these types of Questions:
- What is the impact of AI on knowledge workers?
- How do we engineer value and communicate it?
- How do we accelerate digital transformation?
- What is the future of work?
- How do we help people feel more connected, productive, and supported?
My Reach:
23
Countries
10,000+
People
8+
Industries
My Journey:
Step into my transformative journey, where the exciting combination of technology and strategy reveals endless possibilities. I hope you’ll join me in this vibrant business landscape filled with innovation, valuable insights, and practical strategies designed for success in today’s ever-changing world. Share my experiences as I deep dive into innovative solutions and forward-thinking insights honed through extensive practical knowledge and an unwavering commitment to achieving greatness.
Thank you for letting me explore the fascinating relationship between technology and strategy, enabling you to navigate towards remarkable growth and success. I believe this is an exciting adventure, and each stride brings you closer to unlocking your full capabilities in the dynamic world of commerce.
My career unfolds across six distinct stages, during which I have blended people, processes, information, and technology to support customer-centric business strategies.
1
Leadership and Collaboration Stage
(1995 – 2001)
With over 20 years of experience working to improve the SaaS industry, I ended up at the center of sales, technology, and digital transformation. I am a vital ally for technology companies looking to excel in today’s digital economy because of my expertise in organizational behavior, big data analytics, and change management. When I develop go-to-market strategies, I use what I know about how the technology industry changes quickly and how new digital technologies affect marketing and sales strategies.
I have changed the way training, marketing, and sales operations are done by focusing on sales enablement. This ensures that they are in line with the fast-paced changes in digital transformation that SaaS offers. The groundbreaking Agility Selling Sales Methodology I created is especially helpful for handling the complicated world of B2B sales in technology, where it’s essential to understand and use digital tools and big data. Together, this methodology and the sales competency framework I co-wrote give salespeople a complete plan for how to do well in a business world that has become more digital.
Change management and organizational behavior have been extremely important in the world of technology and SaaS companies. He stresses the importance of ensuring that company goals and behavioral systems are in sync so that new technologies and strategies can be used easily. In a market where customer needs and technology are constantly changing, this connection is vital for increasing sales and keeping customers interested.
Top industry groups and media have recognized my thought leadership. I have helped both Fortune 500 companies and agile startups use sales enablement as a strategic tool for digital transformation. My influence can be seen around the world through the keynotes, leadership programs, and sales curriculums he has created and taught that are specifically designed for the tech industry’s problems and possibilities. I have also become known as an expert on how SaaS companies can use digital transformation, big data, and advanced sales methods to stay ahead in a competitive digital market through his work for Forbes and MarketWatch.
My methods aren’t just theoretical; they are based on real-world strategies that tech companies can use to improve sales talks, make sales more effective, and get good business results. In my continued work to remove barriers to sales effectiveness, I show my love for the SaaS industry and dedication to sales excellence. This is to make sure that technology companies not only adapt to digital transformation but also take the lead in changing the landscape of professional selling.
I have done a lot of work in the technology and SaaS industries, which shows how well he understands digital transformation, big data, and how sales and marketing are changing. For companies looking to excel in the digital age, my ability to combine theoretical knowledge with real-world applications has made him a beacon. These frameworks and methods are beneficial for companies that want to deal with the problems and take advantage of the chances that come with the digital transformation of sales and marketing as the industry changes.
2
B2B Selling and Sales Management Stage
(2002 – 2008)
With new strategic insights and creative selling strategies, I was ready to make a big change in the world of business-to-business sales in the next part of my career. This was the start of a period of significant business growth. It wasn’t just a change for me as I learned how to do B2B sales; it was a journey of transformation. I did a lot of research and came up with and used innovative strategies that would not only challenge old ways of selling but also change them.
As the leader of sales efforts, I led teams away from traditional methods and toward active, results-driven ones. This change wasn’t just about changing strategies; it was also about creating a new sales culture that put strategic account development, customer relationship management, and deep knowledge of the sales process at the top of the list of priorities. My knowledge in these areas became a key part of how I worked, and it helped my teams break new ground and achieve success that had never been seen before.
During this time, my achievements weren’t just numbers on a board; they were essential milestones that marked significant growth and the formation of solid and long-lasting relationships with important business clients. When I was in charge, sales teams reached new heights and reached goals that seemed impossible or even too lofty to reach before. Due to these successes, B2B selling methods were changed, making all sales more effective and setting new standards for success in the industry.
Our work had an effect that went beyond the results we saw right away. Setting a new standard for how B2B sales could be done showed that the sales landscape could be changed with the right mix of insight, innovation, and drive.
During this part of my work, I saw how powerful it can be to have a strategic vision and devise new ways to implement it in B2B sales. For the next stage of my journey, the Analyst and Ph.D. stage, the experiences I acquired and the achievements we achieved during this time built a solid foundation.
3
Forrester Analyst and Ph.D. Stage
(2009 – 2014)
Starting my work as an Analyst and getting my Ph.D. from 2009 to 2014 was like crossing the bridge between the worlds of academic research and practical business strategy, all while using a strict scientific methodology. In this time of change, I used the scientific method to do first-hand business study with hundreds of executives and industry leaders around the world on a scale that had never been seen before. This wasn’t just a school project; the goal was to find ideas that could make a real difference in the business world.
As the leader of groundbreaking study projects, my job went beyond the usual limits of what people do. I wasn’t just watching the market; I was also influencing how people thought about selling, agility, and resilience in the workplace. I gained a unique set of skills and knowledge through my in-depth study of research methods, data analysis, and especially the practical application of chaos theory in business strategies. Because of this, I was able to write many books and articles that weren’t just academic discussions about successful selling. In a market that is changing quickly, it still highlighted the value of agility and resilience. My work had an impact on industry practices as well as academic peers, starting talks and leading to changes in how companies approached sales and strategy.
The technology industry underwent significant transformation. I helped people get a better understanding of how technology changes business jobs and strategies by promoting the use of scientific analysis. This wasn’t about technology just for the sake of technology. It was about how we could use these tools to better meet people’s needs, grow businesses, and find our way around the world’s most complicated market.
As this age came to an end, I gained more analytical skills and a broader view of the world. During these years, I built a strong base that gave me the knowledge and experience I needed to explore the next frontier: how technology and strategy can be used to improve human performance. Here, my journey took a new turn, combining the analytical rigor of my Ph.D. work with the practical demands of running a business strategy. The goal was to use technology to help people reach their full potential and make the organization successful.
4
Human Resource and Talent Enablement Stage
(2015 – 2021)
The following change I made was to the HR and Enablement space, which ran from 2015 to 2021. During this time, I went on a deep journey into the heart of human behavior and cognitive science, where I tried to change how HR and talent development practices are done around the world. I used the complicated workings of human behavior as my canvas and painted big, new ideas all over the HR world. I wanted to find out how to make talent enablement and transformative communication strategies work better by running global consulting projects in 23 countries.
As part of my job during this time, I was constantly trying to understand and use human cognitive processes to improve the company’s performance. My skills in great communication and using cutting-edge tools for training delivery became very important. One of the many notable achievements during this time was writing important books about competency and skills for revenue enablement. These additions made a big dent in the body of knowledge in the field and are now essential tools for both HR workers and business leaders.
My work at this time had a transformative effect. When measuring output and performance, I made sure to focus more on the human side. This helped HR and enablement practices reach new heights. This time, it was about fostering a deeper understanding of how to harness human potential in a way that aligns with organizational goals and ideals, not just changing practices.
I used my in-depth understanding of human behavior to learn more about how scientific methods can be used in business as I moved on from this important time. This wasn’t just a change; it was a natural next step that combined my earlier research’s academic rigor with practical application. My journey through the HR and Enablement time gave me a special understanding of the power of human capital, which set me up for the next part of my career, where technology, strategy, and human performance all come together. This change not only represented a step forward in my work journey but also a step toward redefining how businesses see and use their most valuable asset: their employees.
5
Product Development, Marketing, and Messaging Stage
(2022 – 2028)
I’m currently living in the Marketing and Product Era, which runs from 2022 to 2028. During this time, I’m focusing on how to combine market research with new product ideas. With the aim of guiding companies toward effective engagement with their audiences, the current era is characterized by a strategic fusion of marketing insight and product development. In order to launch and place SaaS products in competitive markets, I am committed to combining strategic marketing principles with transformative product development practices throughout this transitional period.
At this point in my career, I’ve taken on important roles that involve building and launching SaaS apps. Writing compelling marketing messages that connect with buyers and solve their problems is very important. My knowledge and skills have grown, especially in the areas of application development, digital marketing strategies, and the effective use of CRM and sales tools for market penetration.
Leading marketing campaigns and product launches that have not only significantly increased buyer engagement but also significantly increased revenue growth has been one of the year’s most notable achievements. This success shows how aligning product strategy with market needs and preferences can have a transformative effect, ensuring that our offerings directly address buyer issues and promote increased sales engagement.
My work has been transformative not only for the companies I’ve worked with but also for the industry as a whole. By changing how marketing and product strategy are done, we’ve ensured that goods are seen and deeply understood by the people they’re meant for, creating a connection that goes beyond transactional and into the realm of meaningful engagement.
As I move on to the next step, embracing AI and organizational performance, I’m grateful for the lessons I’ve learned from combining my knowledge of marketing with my knowledge of products. This coming time is meant to break down even more traditional organizational silos and improve efficiency by strategically integrating AI technologies. The work that was done in Marketing and Product is not only a base but also a way to start looking into how AI can change the way we deal with problems and possibilities in organizations in the years to come.
6
Artificial Intelligence and Organizational Behavior Stage
(2022 – ??)
In order to speed up our joint journey toward networked, dynamic, and agile business ecosystems, I will continue to work at the intersection of strategy and technology. From 2029 to 2035, the AI and Organizational Performance Era will happen. This is where I am focusing my efforts right now to lead the way in using artificial intelligence (AI) to improve organizational performance and break down old barriers that have long slowed down innovation and efficiency.
At the center of this time will probably be an exploration of how humans and AI can work together to create incredible results, including increased productivity, new ideas, and responsible technology use. Supporting AI productivity tools, governance frameworks, and ethical considerations in AI deployment shows that I’m dedicated to integrating technology in a way that is responsible and has an effect.
Thanks to my growing knowledge of AI technologies and how they are used in organizational settings, I can now improve performance in ways I never thought possible. Significant achievements have been made during this time, including cutting-edge programs that use AI as a potent tool to better understand and meet customers’ needs, which improves overall business strategies.
My work will have a significant effect during this time, helping to break down organizational silos and promote a culture of cooperation between AI and human intelligence. By working together, people from different departments and functions can reach their common goals, breaking down the walls that have usually separated them within organizations.
The careful combination of AI and strategic insights aims to reshape organizational performance and customer service paradigms at this point, marking the end of my journey. As time goes on, the lessons we’ve learned and the groundwork we’ve made will lead us to a future where businesses are not only more connected and flexible, but also better able to adapt to the changing needs of their customers and the markets they serve. AI and organizational performance isn’t just a period; it’s a blueprint for the future of business, where technology and human creativity come together to create opportunities and value that have never been seen before.