A half day for enterprise revenue leaders with 50 sellers or more

Get them to say yes. Get the damn deal approved. Get them to expand.

Three hours on the full arc of an enterprise customer, with three people who have each spent a career on one part of it.

Are you a revenue leader with 50 sellers or more? Then this is your room. If not, better to know it here than at the door.

Take the assessment See dates and cities

Nine questions, about three minutes. No sign-in.

Next session San Francisco Thursday, October 8, 2026

Problem

Upmarket revenue misfires.

Enterprise revenue depends on three connected motions: win preference, earn approval, and prove value after the sale.

They fail in completely different ways. Winning preference is a narrative and business case problem. Earning approval is a commercial, legal, security and governance problem. Proving value afterward is an outcomes and relationships problem.

Most revenue organizations are strong at one of the three, adequate at the second, and quietly losing money on the third. The trouble is that the one you are worst at never sends you a report.

The numbers bear it out. 64% of B2B buyers cannot tell one brand’s digital experience from another’s (Gartner). And when the information reaching them contradicts itself, they are 153% more likely to settle for something smaller and less disruptive than they set out to buy (Gartner).

That is the shrink, measured. It does not arrive with a reason attached.

The reason is usually somewhere inside the customer organization, in a meeting you were not in.

Who should be in the room

Revenue leaders running 50 sellers or more.

CROs, VPs and SVPs of Sales, and senior revenue enablement leaders at B2B companies typically above $100 million in revenue. We make selective exceptions down to $50 million and twenty sellers.

This is for leaders who are seeing healthy enterprise deals stall, disappear, or go quiet, and who cannot always see what is happening inside the customer organization to cause it.

It is also for teams with customers who are satisfied, but where renewal, expansion and account growth are harder than they should be.

Between us we have worked from the value, approval and customer-growth sides of the enterprise deal. Bruce spent his career enabling enterprise marketers and sellers at Microsoft, HP, Adobe, SAP, Oracle, Google and eBay Enterprise. Dean ran Procurement and Strategic Sourcing for Kaiser Permanente, Yahoo, Levi Strauss and Ingram Micro. Sandy led global customer success and go-to-market teams at Oracle, Cisco, PwC and WebEx.

Bring the deals that do not make sense. The opportunity everyone thought was healthy. The champion who went quiet. The deal that changed during approval. The account you won and have not expanded.

Outcome

High performing revenue engine.

What it looks like when all three motions go your way.

Your champion can tell the buying group the same value story you would have told, in their own words, without you there to correct it.

The wider organization gets the answers it needs. Procurement can defend the commercial logic. Finance understands the economics. Security, Legal and governance stakeholders can see how risk will be managed. When price pressure comes, the conversation stays anchored in total value rather than collapsing into discounting.

After the sale, the customer can see what was delivered, why it mattered, and where additional value can be created.

The result is a deal that earns preference, survives approval, delivers visible value, and creates a stronger path to renewal and expansion.

You will not be in every meeting that decides the deal. The system has to work when you are not in the room.

Path

Get the Enterprise Edge.

Three jobs. Three hours. Three people who have each spent a career on one of them.

Working frameworks across the whole revenue motion, not one slice of it. How you acquire customers, how you get contracts approved, and how you expand the accounts you win. Most programs take one of those three. The gaps between them are where the revenue actually goes.

Bruce will get your customers to say yes. Dean will make sure the damn deal gets approved. Sandy will help you expand the account.

Half-day outline

Customer acquisition

The Value Edge

Get them to say yes

Your champion is sold. Nobody else in the buying group has met you. What reaches them is whatever your champion can repeat and whatever your champion can defend, which means your story is doing the selling long before anyone reads a proposal.

Find Value is uncovering what buyers actually care about and why it matters now, in alignment with your market position and your differentiated value.
Communicate Value is turning your solution into a value narrative that sizzles for the people who have to say yes.
Quantify Value is making a CFO-ready business case, not vendor-centric black box math.

Plus a look at Value Buying from the buyer’s side, across three returns: return on the solution (ROI), return on the buying experience itself (ROE), and return on the future they are signing up for when they invest with you today (ROF).

Bruce Scheer Getting the business to believe you

Contracting and approval

The Approval Edge

Get the deal approved

A champion’s support is not the same as organizational approval. Procurement, Finance, Legal, Security, Risk and executive stakeholders judge the same deal through very different lenses: value, economics, risk, governance, implementation confidence and internal defensibility. Dean spent more than 25 years inside those buying systems.

What different enterprise stakeholders are really evaluating, and where seemingly strong deals become vulnerable.
How to identify approval risks before they become late-stage blockers.
How to strengthen the value, risk and implementation case across the customer organization.
How to respond to Procurement and commercial pressure without defaulting to discounting.
How to equip your champion to make the case internally when you are not in the room.

The goal is not to beat Procurement. It is to make the decision easier for the customer organization to approve. Every attendee leaves with a practical approval-readiness framework they can apply to a live deal.

Dean Edwards Building the organizational confidence that gets deals approved

Retention and expansion

The Expansion Edge

Get them to expand

Winning the deal is the beginning. A year later, the account either expands or churns quietly. Without a system to onboard, retain and grow what you just won, you do not only lose the renewal. You lose the reputation that gets you the next one. Sandy works on what decides which.

Diagnose is finding where the account is actually leaking value, before it shows up as a surprise cancellation.
Design is building the specific roadmap: which playbooks, which owners, which processes, so that at risk arrives with a leading indicator and a fix rather than just a flag.
Drive is running the system with the team until retention and expansion become a repeatable motion instead of a hero effort every renewal cycle.

Sandy Yu Turning delivered value into retention and expansion

The half day

Three connected sessions. One enterprise revenue opportunity.

Interactive, practical and candid, with working frameworks, live deal discussion, and time to compare notes with senior peers.

DoorsDrinks and light networkingCome early. The best conversations start before the first slide.
Hour 1The Value Edge, with Bruce ScheerFind Value, Communicate Value, Quantify Value.
Hour 2The Approval Edge, with Dean EdwardsWhat Procurement, Finance, Legal, InfoSec and AI governance actually evaluate.
Hour 3The Expansion Edge, with Sandy YuMaking delivered value visible so customers renew, expand and advocate.
The mealDebrief, and no rush to leaveBring the deals that are stuck. That is the conversation.

The exact schedule varies by city, but every session includes all three edges, practical application, and time for peer discussion. Twenty-five seats a city, and attendance is approved in advance to keep the room senior, relevant and candid.

The room

First-class venues. The room is part of the program.

We run these in the best rooms we can find: Clavius Wealth Management in San Francisco, City Club Los Angeles, The American Club in Singapore, Tower Club Dallas and The Austin Club.

That is not hospitality for its own sake. You are giving us a working morning out of a week that did not have one spare, and the room decides whether the conversation stays polite or gets somewhere.

Where a session runs into a meal, the meal is on the agenda rather than after it. The people beside you are running revenue organizations at your scale, working the same problems on different accounts. That is not a side effect of the format. It is half the reason we cap the room.

A seat costs a token fee. It does not cover the room or the meal and is not meant to. A seat that cost something is a seat that gets used, and twenty people who turned up beats sixty who meant to.

Clavius Wealth Management, the venue in San Francisco — **Clavius Wealth Management** San Francisco

City Club Los Angeles, the venue in Los Angeles — **City Club Los Angeles** Los Angeles

The American Club, the venue in Singapore — **The American Club** Singapore

Tower Club Dallas, the venue in Dallas — **Tower Club Dallas** Dallas

The Austin Club, the venue in Austin — **The Austin Club** Austin

Cities

Where and when

Each city runs its own Enterprise Edge Masterclass, with its own registration. Pick yours to reserve a seat.

San Francisco Thursday, October 8, 2026 1:00pm to 4:00pm Clavius Wealth Management 555 Mission Street Light meal and drinks after US$99 Reserve a seat Los Angeles Thursday, October 15, 2026 Doors 9:00am 9:30am to 12:30pm City Club Los Angeles Downtown Lunch afterwards US$99 Reserve a seat

Singapore Friday, October 23, 2026 9:00am to 1:00pm The American Club Lunch included S$99 Registration opens soon

Dallas Wednesday, December 2, 2026 Morning Tower Club Dallas US$99 Registration opens soon

Austin Thursday, December 3, 2026 Morning The Austin Club US$99 Registration opens soon

Take the assessment Bring The Enterprise Edge in-house

Steps

What happens next

The hardest part is that the weak link is rarely obvious. It fails quietly, in meetings you are not in, and shows up later as stalled pipeline, lost deals, weak renewals or missed expansion.

Take the assessment. Nine questions, about three minutes. You get a shape across nine dimensions, the one costing you most, and the edge to start with. Start it here.
Check the dates. Five cities, first-class rooms, three hours plus the meal. See where and when.
Register. Each city is its own event. Twenty-five seats, approved in advance to keep the room senior and candid.
Ask us anything. Bruce, Dean or Sandy will answer directly. No form, no queue.

Take the assessment Bring The Enterprise Edge in-house