One of the most significant trends over the past decade has been the explosion in the number of companies in the software as a service (SaaS) industry. Today, there’s SaaS products to support virtually every business function, and increasingly for specific segments too.

Retention truly is the foundation of growth for software as a service (SaaS) companies, but oftentimes, it is overlooked and undervalued. This is always a huge mistake. High SaaS churn is a corollary of poor retention - but it can creep up unannounced, and rather than deal a single fatal blow, it causes death by a thousand small cuts.

Everybody likes to win. And while you undoubtedly learn much about your skills, attributes and character from losses, there’s nothing quite like that sense of satisfaction when your team secures a hard earned victory.

One of the questions I get asked most frequently is around building a sales enablement strategy and what that might look like. While each company, context and industry is different, I believe that there are some fundamentals that should form the blueprint of any sales enablement strategy.

I’ve been working within the software as a service (SaaS) industry for more than five years now. During this period I’ve learnt more than I ever thought possible about the SaaS business and my personal growth has accelerated with each passing year.

Today, everyone working in and around sales and marketing knows that bots are hot, in vogue and quite simply, of the moment. That’s no secret. After years of dreaming about what might just be possible, over the past 12-18 months numerous software as a service (SaaS) companies from around the globe have taken their respective bot offerings to market.

One of the exciting aspects of working in an emerging area like sales enablement is that, today, nobody knows or indeed, has all the right answers. In many respects we’re “building the plane while flying it”, as we collectively figure out what good looks like. There’s no defined sales enablement best practices.

For the most part, sales enablement is poorly defined and often misunderstood. Across the world conversations take place, day in, day out between business leaders as they decide the part that sales enablement can, should and will play within their organisation.

I consider myself fortunate to work at HubSpot, where day in, day out, I partner with over 100 B2B sales reps that are at the top of the game, and only want to get better. It’s a truly inspiring place to ply my trade. Unlike other parts of the business, it’s relatively uncommon for sales enablement to share learnings, best practices and successes with the outside world.