Building High-Performing Sales Cultures in Technology with Joe McNeill, Chief Revenue Officer at Influ2

This week on the Revenue Insights Podcast, Guy Rubin, CEO of Ebsta, speaks with Joe McNeill, Chief Revenue Officer at Influ2, on how to build high-performing sales cultures. 

In this episode, Guy and Joe explore the shift towards person-based advertising, the importance of genuine connections with decision-makers, and the evolving landscape of B2B sales cycles. They also discuss the need for a collaborative culture and the significance of long-term customer relationships over short-term gains. 

Joe McNeill is the Chief Revenue Officer at Influ2, a person-based advertising platform. Influ2 was named as a challenger in the B2B Advertising Solutions category of the Forrester Wave. Capgemini, Chargebee, Hexaware, and hundreds of other enterprise and mid-market accounts use Influ2 to generate and close the pipeline. Joe is also the Executive Member at Pavilion (2019 – Present).

• Joe McNeill on LinkedIn
• Influ2 website
• Guy Rubin on LinkedIn
• Ebsta Revenue Insights Newsletter 

Timestamps:

Highlights from High-Performing Sales Cultures: 

From Personalization to Humanization

Joe discusses the evolution of B2B sales, explaining that while personalization used to differentiate outreach, AI has automated much of this process, reducing its impact. He emphasizes that what matters now is “humanization,” where the focus is on proving that you are a human who can add value, not just a salesperson pitching a product. This involves engaging prospects in meaningful conversations about their challenges, rather than pushing sales. Joe underlines the importance of aligning commercial teams—marketing and sales—to deliver targeted, humanized messaging that resonates with the specific needs of potential buyers, improving engagement and conversion rates.

Building a Collaborative Meritocracy to Foster Innovation and Growth

Joe emphasizes the importance of hiring and retaining great people while fostering a culture of a “collaborative meritocracy.” He explained that while having a solid strategy is essential, it’s the people who execute it that determine success. Joe highlighted that leaders should embrace an environment where mistakes are seen as opportunities to learn and innovate. This approach allowed them to iterate on strategies, doubling down on what worked and discarding ineffective ideas, leading to consistent growth. Joe notes that even small, incremental changes can contribute to significant, long-term success. By creating a culture where all ideas are scrutinized and no ego-driven sacred cows exist, teams can adapt to market changes and continuously push forward. 

Overcoming Competition and Building Sustainable Moats in Business

One of the key challenges Joe faced was entering the school district vertical for web accessibility software. While the team achieved impressive growth, going from zero to $5 million in 18 months, they encountered a competitor that copied their offerings at a lower price, causing volatility in their business. Joe highlighted the importance of building a strong moat—through relationships and strategic pricing—to defend against competition. Instead of being discouraged, Joe’s team used this challenge as an opportunity to improve their approach and strengthen their position in the market. This mindset helped them focus on sustainable, long-term growth despite the frustration of being undercut. 

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