Put AI to work in sales.
Keep the reps in the room.
One topic every Friday: what I built, what the market offers, and the call I'd make.
- 15+
- GTM launches
- 200+
- people led
- Hundreds of millions
- in revenue generated by the engines I have built
15 years owning the number across sales and customer success at Uber Eats, Airwallex, Notch, and Mixmax. I owned the P&L for 15 markets, scaled to $100M+ in ARR, with a 150-person hub.
I'm Heath, a hands-on revenue builder. I edit every issue, and nothing runs that I haven't had my hands on.
The report, and the toolkit behind it.
- The AI Sales Report →One topic every Friday, and the call I'd make.
- Tools & Skills →Skills you install in one line. Each one is a workflow I run.
- Playbooks →A guide, plus the skills chained to run it.
- Responsive Selling →The method: sell in response to where the buyer is.
- Build Better →The show. Operators walk through what they built.
One topic a week, in one of four kinds.
Every issue runs the same way: something I had my hands on, what the market offers on it with sources, and the call I'd make.
One job in the sales week, and how to run it now.
A head-to-head, or build versus buy, with a verdict.
A people problem first. Then where AI helps, and where it doesn't.
One idea from the show, taken further than the episode went.
We scale by adding (heads, tools, meetings, logos) because we never learned to fix.
I did it too. Every issue is one place the industry adds instead of fixing, and what fixing looks like from my seat.
I learn it in the data & conversations. Then I build the team and the engine that scale it.
It starts on customer calls and demos, where the real problem shows up.
I hire the leaders, set the standard, and coach until it runs without me in every deal.
Twenty agents on one library of facts, most of it coded personally.
“When his team needed something the product couldn't do yet, he'd wire up an AI-assisted solution and have it running within days, used daily by real people rather than sitting in a demo folder. Several of those ended up shaping features we shipped.”
“Driving short-term growth is one thing; building an engine that delivers consistency is what Heath is incredible at.”
One topic every Friday: a workflow, a stack call or a team problem, and what I'd do about it.
I came to AI for a fix. I found a new way to operate.
I have owned the number for 15 years. Uber Eats, Airwallex, Notch, Mixmax. I ran the old playbook when the old playbook worked, and I was good at it.
Read the rest of the story
Then came the years when it did not. A year when churn outran everything new business brought in. A pipeline we proudly called outbound that was really our own product talking, with nobody in sales listening. A tool I bought before I mapped the data underneath it, which taught me an expensive lesson about order of operations.
I am not an engineer. I sell, and I lead the people who sell. I started building because waiting for someone to fix my problems stopped being a strategy. And then the fix turned into something bigger. AI showed me a new way to run the engine, a new way to raise the team, a new way to own the number. A new way of building sales. Everything on this site is that discovery, published: the systems, the people decisions, the numbers they moved, and the exact plays you can run yourself.
The full method lives in Responsive Selling: run the engine, raise the team, plan the deal.
Nobody figures this out alone.
There is no certification for this and no course catalog. The people getting good are getting good next to other builders: showing work, stealing what works, testing in the open, admitting what broke.
The room is flat by design. What you shipped is your badge. The newsletter is where it gets shown first, and LinkedIn is where the room talks back.
It is rare to find a GTM leader who cares as deeply about their team's individual wellbeing as they do about the metrics. Heath understands that human connection and trust are critical to successful teams. He loudly shares their wins, champions women leaders, and ensures each person's voice is heard. When it comes to building, iterating, and leveraging AI and automation, Heath is at the forefront, thoughtfully identifying when and where it fits: let the robots do their job so we can focus on human connection and lasting customer relationships. As my direct manager I appreciated his style, letting me do my job, asking questions and pushing me to think deeper, without micromanaging.
Heath led Revenue, I led Product and Growth. Those roles are traditionally destined to fight. We understood we could build together. He started our Product Channel Tiger Team, pushed us to define PQLs together, and kept showing up to the product and data conversations that most sales leaders would skip. Heath is honest in a way that's rare, he says the uncomfortable thing, and he does the work that falls between org charts. I learned something almost every time.
One word comes to mind when I think of Heath: leadership. He stepped in as we shifted to a territory model and drove Austin from the ground up toward category position number one.
If you read this far, some of it sounded like your own Tuesday. Good. That recognition is the whole qualification.
You do not need permission, a bigger title, or a budget line. You need one expensive problem, five steps, and a room where showing the messy middle is normal.
Subscribe, and I will keep publishing mine: what I build, what breaks, what it costs, how the team runs it, and what I learn. The machine, the people, and the number, in the open, one email a week. We will figure the rest out the way it actually gets figured out. Together.
