There's no irony there. The friction is actually quite intentional.
Enabling the capacity of unified selling motions early on in a company's lifecycle is not something that one can just sample or "try". It's a commitment that executive leaders and champions have to take seriously. Folks might see the pain point but only understand the tip of the iceberg but having a conversation and paid pilot surfaces key structural issues. This leads to stronger outcomes rather than trusting that companies know exactly what to do and can self-serve those transformations themselves.
So you can say in our scenario, the headline is in fact too true and the timeline collapsed to nonexistent for us, haha.
Enabling the capacity of unified selling motions early on in a company's lifecycle is not something that one can just sample or "try". It's a commitment that executive leaders and champions have to take seriously. Folks might see the pain point but only understand the tip of the iceberg but having a conversation and paid pilot surfaces key structural issues. This leads to stronger outcomes rather than trusting that companies know exactly what to do and can self-serve those transformations themselves.
So you can say in our scenario, the headline is in fact too true and the timeline collapsed to nonexistent for us, haha.