When it comes to understanding the modern sales rep, few people are as plugged in as Sahil Mansuri. As the Founder and CEO of Bravado, the world’s largest sales community with over 500,000 members, Sahil has a front-row seat to the evolving landscape of sales talent, market dynamics, and what truly makes sales teams succeed or fail. His passion for sales is palpable, and his insights into leadership, market cycles, and the state of the rep are essential for revenue leaders navigating today’s environment.
In our conversation, Sahil shared wisdom earned from nearly two decades in the trenches from phone banking on the Obama campaign to leading sales teams and building the biggest sales community in the world. We covered everything from the importance of market selection to the evolving definition of a “good rep.”
Most importantly, we spent a bunch of time unpacking Sahil’s unique insight into the mind of the rep and explored what revenue leaders need to know about the state of the rep from in-person vs remote, what reps are prioritizing in their job search and opinions on work ethic. No one has the unique perspective into these topics like Sahil.
Here are some of the key takeaways from our conversation...
Listen to Sahil's episode on Apple and Spotify.
1. Market Matters More Than You Think
One of Sahil’s clearest messages is also one of the hardest pills to swallow: Sometimes, your company is just not positioned to win. As he put it bluntly: “It’s not your fault. Your company is just f****d.”
This might sound harsh, but it’s a reality many sales leaders and reps need to hear. The market has shifted. Companies that once had a path to greatness are now stuck in a slow decline, with little hope of recovery. For sales teams in these environments, no amount of effort, cold calls, or process improvements will change the fundamental reality. The business simply isn’t viable anymore.
Revenue leaders need to take an honest look at their company’s product-market fit, growth trajectory, and investor confidence. If the fundamentals aren’t there, clinging to your role could be career-limiting.
2. The New Definition of a “Good Rep”
The profile of a successful sales rep has evolved. In the “ZIRP” (Zero Interest Rate Policy) era, being a good rep was often about charm, charisma, and following a process. But today’s market demands more. Reps need to be technically fluent, deeply empathetic, and able to adapt to rapidly changing sales environments.
As Sahil explains: “There are a lot of sales professionals who are not technical enough to sell in today’s environment. And technical doesn’t mean writing code. It means fluency with AI trends, your industry, and your customer’s needs.” The bar has certainly been raised in this market even though it has recovered in many ways (just check out Bravado’s 2024 Revenue Recap).
A good rep today isn’t just someone who can close deals. They’re someone who understands the intricacies of their customer’s world and can position their product as a must-have solution. Sales leaders need to hire for and develop these skills, which means moving beyond surface-level qualifications and focusing on the depth of a rep’s capabilities.
3. Enablement and Systems: The Hidden Drivers of Performance
Many sales organizations underestimate the importance of enablement and operational support. Sahil highlighted how smart leaders invest heavily in enablement and rev ops, are seeing outsized returns in rep productivity.
“If you want high-performing reps, you need high-performing systems around them,” Sahil emphasized. I couldn’t agree more with this point of view. I’ve typically invested early in both rev ops and enablement.
If your sales enablement team consists of one person supporting 40 reps, your organization is likely to underperform. Effective enablement requires ongoing training, playbook development, and personalized coaching. When done right, this approach can triple productivity per rep compared to competitors.
4. Short-Term Tricks vs. Long-Term Strategy
The rise of AI-generated outreach and automated prospecting tools has created a short-term boost for some companies, but Sahil warns against relying on these “party tricks.” While spamming your market with AI-assisted emails might work for a few months, it’s not a sustainable strategy.
“If every company is playing the spam cannon game, Google and Outlook will eventually close the door,” he cautioned.
Instead of chasing short-term wins, leaders should focus on building durable sales motions: personalized outreach, authentic relationships, and reps who can add genuine value to the customer’s buying process.
5. Building Michelin-Star Reps in a QSR World
This was one of my favourite takeaways from the pod. Sahil uses a powerful analogy to describe different types of sales approaches: the “Michelin star” experience versus the “quick-serve restaurant” (QSR) model. While the QSR model is about repeatable, scalable processes (think McDonald’s), the Michelin-star approach is about tailoring each interaction to the customer (think French Laundry).
“The best salespeople are Michelin-star chefs,” Sahil explained. “They know the playbook inside and out, but they add their own unique flavor to create a truly exceptional experience.”
For sales leaders, the challenge is scalability. Not every rep can be a Michelin-star seller, but that doesn’t mean you should abandon the concept. Train reps to master the fundamentals, then give your top performers the latitude to innovate and personalize their approach.
Final Thought: Extreme Ownership in an Evolving Market
Sahil’s overarching message is one of extreme ownership and intellectual honesty. The market is back to normal, but normal isn’t easy. Sales leaders must accept the realities of their company’s position, invest in durable strategies, and develop reps who can thrive in a complex, ever-changing environment.
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