Unless you're at a non-profit, revenue/sales/profit are what drives the company. If you can duct tape a product that gets me $1B of yearly recurring revenue then I will take that over the cleanest architected product that no one wants to pay for.
In one of my other comments from a different thread I made the point that a lot of developers don't realize that they should understand the business. When you do understand it and the salesperson is in a tizzy about the "wrong thing", you can point out, "actually, that's not the real revenue driver. XYZ is. Why does the customer think ABC is? I'll tell you why, it's because DEF. But by doing XYZ we can deliver ABC in six months time."
I think you'll find when you can talk at the level of business a lot of things become clearer for you and the sales team.
In one of my other comments from a different thread I made the point that a lot of developers don't realize that they should understand the business. When you do understand it and the salesperson is in a tizzy about the "wrong thing", you can point out, "actually, that's not the real revenue driver. XYZ is. Why does the customer think ABC is? I'll tell you why, it's because DEF. But by doing XYZ we can deliver ABC in six months time."
I think you'll find when you can talk at the level of business a lot of things become clearer for you and the sales team.