When is a good time to start making big changes with sales processes? Our CEO believes we are too small 200+ employees to adopt a sales methodology. I have implemented best practices, rules of engagement, sales process, and all sales training. The only thing we lack is a methodology to bring the team together and unite us. We have made very large gains in ARR & ACV over 120%, but seem to have plateaued. I have approached my CEO many times always trying to improve culture, training, and support and find that it's the hardest part of my job to get him on board. I have proven myself with hard data and still can't seem to get through. The usual response I get is we just need to focus on getting X quarter sales in.

First off, congrats on the big gains in ARR & ACV, and also for putting some key processes in place. Like many of my other responses, let me say here that "It depends." We should find some time to chat about your situation.

At Vanta, we had a repeatable sales playbook from the early days, but we didn't implement a formal sales methodology when we were around 200 employees (and had a GTM org of around 100 employees).

Why did we do it? Not because we were struggling (sales were humming), but because our newly hired CRO had seen firsthand how adopting a sales methodology early better enables a GTM org to scale for the long run.

We ended up hiring Force Management to lead us through Command of the Message (CoM) training and it was worth every penny. For those unfamiliar, many of the fastest-growing sales teams today use CoM.

Besides bringing a new structure to our GTM motion, our in-person training and onboarding with Force Management also served to realign the entire company around our core values and mission.

Once again, to answer this question well for you and your company, I think I need a bit more context. I'd love to hear what sort of "hard data" have you presented, and what do you mean by "plateaued"?