When sales teams struggle, it’s rarely because of the product, the leads or even the numbers. The difference between a GTM team that consistently delivers and one that burns out is not a more sophisticated CRM or a slicker pitch (although those help).
It’s what happens behind the scenes, long before a deal hits the pipeline, according to Phil Hernandez, TaskUs' global VP of sales. Success starts with a culture built through intentional leadership, constant learning and a deep focus on people.
“You won’t remember what happened in Q3 of 2014,” says Phil, in an interview with The Future of Selling podcast. “You’ll remember the people you built something with.”
He shares a playbook for building high-performing, in-house and outsourced GTM teams: what to prioritize, what to avoid and how the best leaders bring out the best in their people.
Here are 3 areas to start.
1. Build culture, design for alignment
“Culture has to be the bedrock,” Phil points out. “If you don’t take time to align the team around the ‘why,’ silos form fast and everything starts to fall apart.”
And culture isn’t about hosting team parties. A shared sense of purpose is the foundation. The real magic happens when SDRs, AEs and CS teams see themselves as part of one cohesive customer journey.
Of course, the bigger a team gets, the more challenging it is to maintain cohesion. Teams drift and priorities fragment. People naturally start focusing on their own goals.
Phil says to overcommunicate and architect alignment. Foster stronger cross-functional coordination through regular GTM syncs, shared KPIs and true transparency across sales, CS, marketing and product.
The right culture doesn’t scale on its own. The more you grow, the more deliberate leaders have to be in protecting it.
2. Hire people, not resumes
Interviewing salespeople can be tricky. They know how to sell themselves as well. So Phil suggests getting to know the person behind the pitch. What motivates them? What do they want from the job? What do they do when things go sideways?
For example, if a candidate says they led a project, ask what their actual role was. Did they drive it or were they just a participant? Digging deeper reveals how someone shows up in real-world scenarios.
“You need a defined market you’re hiring for,” he explains. “And it’s not always about finding someone with industry knowledge. It’s about finding the right person for the task.”
Technology helps find the right fit, and Phil recommends using platforms to assess language proficiency and “soft skills” like grit, drive and adaptability.
3. Fix friction, fast
High-performing sales organizations eliminate friction. Where is the pipeline breaking down? Where are handoffs between teams clunky? Where is the customer experience falling short? The trouble often starts at the top of the funnel.
Phil says a clear GTM framework helps identify the gaps. Look at talent, processes, tools and performance. Then, define the metrics that generate real outcomes.
Removing friction doesn’t require a complete overhaul. Tightening existing processes can help teams move faster, work smarter and win more consistently.
AI won’t replace great salespeople. Applied correctly, it will make them better. That’s why AI-enabled teams are the future delivery vehicle of choice for GTM teams.
Use cases include:
- Simulating real-world scenarios to expedite onboarding and customize training programs
- Personalizing coaching that adapts to real-world challenges
- Automating busywork so sales reps can focus on revenue-generating activities
Still, the pressure to deliver instant results is constant. “Speed is your ally in GTM these days,” he says. Outsourcing parts of your sales function accelerates success.
At TaskUs, we combine specialized talent, proven playbooks and advanced technology to solve complex delivery challenges across sales enablement, training, QA and CX. We empower our teams with proprietary tools and third-party tech, designed to enhance your existing stack.
Overall, sales organizations that build a strong culture, leverage technology and choose strategic partnerships will set the new standard for high performance.
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