Creator Closed Circuit Selling™ & Revenue Alignment Architecture™ | Co Author Closed Circuit Selling: Architect Predictable Revenue in an Unpredictable Market
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Joined October 2021
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The market wasn't ready for the language. So we kept having the conversations.
Looking back across the interviews George Coudounaris and I have done since 2023, I can see something now that I couldn't fully see at the time.
The architecture was already forming.
We weren't trying to create another sales methodology.
We were trying to understand why organisations could have great people, great technology, great frameworks and great intentions...
…and still have a broken revenue system.
Why does Sales know something Marketing doesn't?
Why does Customer Success discover something Product never hears?
Why does the market tell us exactly what it needs, but that intelligence disappears inside the organisation?
Why do we keep calling people “not interested” when what they really mean is
“Not yet.” But we would if…
Those questions became the foundations of what George and I would eventually formalise through Closed Circuit Selling™ and the broader first principles of business in Revenue Alignment Architecture™.
Catalogue the Market™.
Timing Intelligence™.
Close the Feedback Loop™.
Architecture Over Frameworks™.
As we know, true growth is always being open to perhaps what we dont know, but speaking with those that have learned what we may not have had access to.
So first, I want to say thank you.
Aaron Ross.
Collin Stewart.
Ryan Reisert.
Tony J Hughes.
Leslie Venetz.
Joey Gilkey.
Scott Leese.
Shawn Sease.
Paul Perrett.
Amarpreet Kalkat.
Charles Needham.
Steve Patti.
Carolyn Dilks.
Given the success of those collabs, we had to keep that running with
Phil Cleary.
Georgia Watson.
Pasha Irshad.
Jared Robin.
Alex Boyd.
Morgan J Ingram.
Santosh Sharan.
And then came the Aussie Home Grown Series
Keiran Longhurst.
Nickolas Sternberg Heyze.
Hayden Pawelski.
Amber Main.
James Sewell.
Graham Hawkins.
Dean Potter.
Every conversation has added another signal.
Another perspective.
Another challenge.
Another piece of the market.
And that matters because Revenue Alignment Architecture isn't something you build in isolation.
You build it by listening.
You test it.
You challenge it.
You validate it.
You close the feedback loop.
And a special thank you to Favikon and Flooencer.
Because while the interviews have given us the opportunity to develop and test the ideas with some incredible people across the industry, platforms like Favikon and Flooencer have provided something different…independent recognition of the contribution George and I are making to the RevOps and Revenue Alignment conversation.
Their rankings and creator intelligence have recognised our position within the RevOps & Sales Operations category and, importantly for us, have recognised the growing visibility of the ideas around Revenue Alignment Architecture™ that we outlined in our book
Closed Circuit Selling: Architect Predictable Revenue in an Unpredictable Market.
That recognition means a lot.
Not because a ranking proves an idea is right.
But because it shows that the conversation is reaching beyond the two of us.
The language is travelling.
The category is forming.
And people are beginning to recognise the work.
When I look back through these interviews, I don't see a collection of podcasts.
I see the trail of the architecture forming.
Early conversations about Catalogue the Market™.
Conversations about asking buyers directly rather than relying on untestable assumptions.
Conversations about timing windows and why “not interested” doesn't mean “not a buyer.”
Conversations about Sales feeding Marketing.
Marketing feeding Sales.
Customer Success feeding Product.
Leadership seeing market truth rather than simply pipeline numbers.
What would happen if all of this intelligence actually moved through one connected commercial system?
That became Closed Circuit Selling™
And the larger operating principle became Revenue Alignment Architecture™.
The book became the blueprint.
The interviews became the laboratory.
The market became the validator.
And now, the category is beginning to emerge around the language.
So this isn't a victory lap.
It's a thank you.
To everyone who has sat down with George and me, shared your experience, challenged an assumption, told a story, disagreed with us, encouraged us or simply gave us your time:
Thank you.
And to Favikon and Flooencer
Thank you for recognising the work.
You helped make the contribution visible.
Because ultimately, this has never been about creating another framework.
It's about building a commercial system intelligent enough to
Know the market.
Understand the timing.
Move the intelligence.
Align the organisation.
Close the circuit.
Five years in, the conversation is catching up.
And George and I are just getting started.
The upcoming show with @FidelCacheFlow we will break down HOW to do this properly, and what to expect!!
Most B2B organisations don't have a sales problem.
They have a commercial architecture problem.
Think about how most businesses operate.
Marketing creates content.
Sales chases meetings.
Product builds what it believes the market needs.
Customer Success manages the customer after the deal.
Leadership forecasts what it hopes will happen.
And somewhere in the middle, the actual market gets lost.
Not because these teams aren't working hard.
Because the intelligence that should connect them isn't being captured, catalogued and continuously distributed.
Consider what happens when you change the architecture.
One customer becomes ten warm doors.
Their network. Their board. Their alumni. Their investors. Their customers. Their partners. Their communities.
One post becomes a distribution network.
LinkedIn is the starting point. Not necessarily the destination.
The real reach can happen when people share your thinking in Slack, Teams, WhatsApp, private messages, company intranets and industry communities.
One market intelligence system changes how the entire business operates.
Marketing understands incumbent solutions, buyer preferences and purchasing timelines.
Product understands what would actually need to change to win.
Sales works from continuously updated market intelligence, rather than activity targets alone.
Customer Success establishes a mutually agreed communication plan that protects commercial viability.
Leadership reports against market reality, rather than allowing wishful thinking to inflate the forecast.
These aren't three separate ideas.
They're three expressions of the same principle.
The market should not be a department's responsibility. It should be the intelligence system that connects every department.
For decades, B2B organisations have optimised individual functions while leaving the commercial system between them largely disconnected.
Then they introduced more sales methodologies, more technology, more activity and more reporting to compensate.
But optimising disconnected functions doesn't necessarily produce a connected business.
That is the thinking behind Closed Circuit Selling™, developed by Adem Manderovic and George Coudounaris.
A commercial operating architecture built around cataloguing the market, understanding buying timing, closing the feedback loop and connecting commercial decisions to what is actually happening outside the business.
Not another sales script.
Not another sequence.
Not another framework for getting more meetings.
A different way to architect revenue.
Because the competitive advantage isn't simply reaching more buyers.
It's understanding the market more deeply, acting when the timing is right, distributing intelligence across the business and ensuring every commercial function is working from the same reality.
That's the difference between running sales activities and engineering a revenue system.
That's Closed Circuit Selling™.
#ClosedCircuitSelling #RevenueArchitecture #B2BSales #RevenueOperations #GoToMarket
Check out our calculator - theb2bplaybook.com/ccs-roi-c…
We've spent years teaching people how to reach more prospects.
More LinkedIn messages.
More emails.
More calls.
More automation.
More sequences.
But there's a first principle of business we've somehow managed to make complicated.
People do business with people they trust.
And trust doesn't automatically scale because your outreach does.
Think about how a genuinely valuable commercial relationship develops.
You might discover someone on LinkedIn.
Start a conversation through a cold call or email.
Meet them in person.
Build enough trust that the relationship moves beyond the company inbox.
Exchange mobile numbers.
And suddenly, you're no longer dependent on an email address attached to a job title.
You're building a relationship with a person.
Someone who might change companies.
Take on a new role.
Introduce you to another decision-maker.
Become a customer in two years.
Or become the person who brings you into the next opportunity.
That's not a lead. That's a relationship with future commercial value.
And this is where I think we've lost sight of some fundamental business principles.
We've become exceptionally good at optimising the first interaction.
But the first interaction was never the entire relationship.
Digital channels help us create access.
In person conversations can accelerate familiarity and trust.
Direct communication, when welcomed, helps us maintain continuity.
Each channel has a role. The commercial intelligence is knowing when to use which one, rather than assuming another automated touchpoint is always the answer.
But there's a catch.
You can't simply collect someone's mobile number and assume you've earned the right to contact them whenever you want.
Access isn't trust.
A contact isn't a relationship.
And proximity isn't permission.
You have to earn the next step.
Which brings me to Closed Circuit Selling™.
The objective isn't to maximise the number of people you can contact. It's to build a deeper understanding of the market and create relationships that remain valuable over time.
Who are these people?
What do they do?
What matters to them?
What are they trying to achieve?
What are they using today?
When might their circumstances change?
And, importantly, have you built enough trust that they actually want to hear from you again?
This is why Catalogue the Market™ matters.
This is why Timing Intelligence™ matters.
And this is why the intelligence gathered in a conversation shouldn't disappear when the call ends, the campaign finishes or the salesperson changes jobs.
The relationship is one asset.
The intelligence is another.
The architecture connects them.
Now consider content.
Publishing useful content can help people understand how you think before they ever meet you.
But content alone doesn't build every relationship, and not everyone needs to become a creator.
If you aren't consistently visible online, you need other ways to build credibility and familiarity.
For many people, that means getting out into the market, meeting people, having real conversations and maintaining relationships beyond the initial introduction.
Not because digital is dead.
Because digital access and human trust are not the same thing.
And AI won't change that fundamental distinction.
It will make it easier to generate messages, identify prospects and automate interactions.
Which means the ability to understand people, earn trust and maintain meaningful commercial relationships may become even more valuable.
The future advantage won't belong exclusively to the person who can reach the most people.
It will belong to the person and organisation that understand the market, build trust, recognise timing and know how to turn those relationships into mutually valuable outcomes.
That's first-principles business.
That's commercial common sense.
And that's the thinking behind Closed Circuit Selling™.
Stop confusing reach with relationships.
Stop confusing activity with intelligence.
Stop confusing a booked meeting with commercial progress.
Build relationships. Understand the market. Preserve the intelligence. Close the circuit.
Closed Circuit Selling™.
Revenue Alignment Architecture™.
Cheers mate almost 2.5 decades of overarching rev architecture so I just call it as I see it.
We wrote @georgecouda and I wrote a book about those experiences
amazon.com/Closed-Circuit…
However I’d add
Mad scientist - @scottmartinis
Correct segmentation and profiling cataloguing key accounts with permission @FidelCacheFlow
I sift through sales advice so you don't have to:
@PierreHerubel — LinkedIn content systems
@paolo_scales — LinkedIn lead magnets
@manderovic — sales trenches no fluff
The more artificial intelligence we introduce into sales, the more valuable commercial common sense becomes.
We're approaching a point where anyone can generate an email, publish a LinkedIn post, automate an outbound sequence or produce an endless stream of content.
The cost of producing information is collapsing.
But the cost of earning someone's attention is rising.
Inbox after inbox fills up.
LinkedIn becomes noisier.
Personalised messages become less personal when everyone has access to the same personalisation tools.
And buyers become increasingly selective about what deserves their attention.
We're creating a world where information is abundant, automation is accessible and genuine human attention is increasingly scarce.
So what becomes the competitive advantage?
Not simply producing more.
Understanding people better.
Knowing what matters to them.
Understanding what they're already doing, why they're doing it, what they like, what frustrates them and what would actually cause them to change.
Recognising when they're ready to act and when they're not.
Having the critical thinking to interpret what they tell you, the empathy to understand their circumstances and the commercial judgement to know what to do next.
These aren't new ideas.
They're fundamentals.
And they're exactly why I believe Closed Circuit Selling™ matters more as technology advances, not less.
Because we've spent years building systems that optimise the production of sales activity.
More emails.
More calls.
More sequences.
More meetings.
Now we're introducing technology that can produce even more of all four.
But producing more activity doesn't automatically produce more understanding.
And automating a disconnected process doesn't make the commercial system connected.
This is the commercial disconnect.
A prospect tells an SDR they've just signed a three year contract.
The SDR records the objection and moves on because there's no meeting to book.
But what if that conversation also revealed what the customer likes about their current provider, what they wish were better, when their contract renews and what might trigger a review?
That isn't a failed meeting.
It's market intelligence.
Marketing should understand the patterns emerging across those conversations.
Product should understand the problems customers repeatedly encounter.
Customer Success should understand why customers buy, what they expect and what determines whether they stay.
Leadership should understand what the market is telling the organisation about its competitive position and future opportunities.
And Sales should know when to return, what to discuss and why the conversation matters.
That's not a futuristic AI use case.
It's commercial common sense.
So why doesn't it happen consistently?
Because common sense isn't an operating system.
If intelligence lives in an individual's head, it leaves when they leave.
If information is captured but never distributed, it becomes a record rather than an organisational asset.
If departments are measured independently without connecting what they learn, the business can become exceptionally efficient at operating in silos.
And if every conversation is judged only by its immediate outcome, the organisation can discard the very intelligence that would make future revenue more predictable.
This is why Closed Circuit Selling™ isn't another sales methodology.
It's the architecture that connects the commercial system.
Catalogue the Market™. Understand the market before trying to sell to it.
Timing Intelligence™. Recognise that the buyer's timeline doesn't follow your quota calendar.
Close the Feedback Loop™. Ensure intelligence travels across the organisation and informs action.
Architecture Over Frameworks™. Connect the functions, tools and methodologies so the whole system learns.
AI can help capture conversations, identify patterns, surface insights and accelerate action.
But the organisation still needs to know what intelligence matters, where it needs to go and what should happen because of it.
That's the difference between having more technology and building a more intelligent commercial operation.
And it brings us back to the human element.
The future doesn't belong exclusively to the people who can automate the most messages.
It belongs to organisations that can combine technology with judgement, relevance, empathy and a genuine understanding of the people they serve.
The ones that know when to automate.
When to listen.
When to ask another question.
And when the most commercially intelligent thing to do is leave someone alone until the timing is right.
The future of revenue isn't human versus AI.
It's technology operating within an architecture that makes human intelligence more valuable.
The more noise the market produces, the more valuable understanding becomes.
The more information we generate, the more important it becomes to know what matters.
And the more we automate, the more deliberately we must design the system around the human being on the other side.
Closed Circuit Selling™ is commercial common sense, architected.
Because the market has never needed more noise.
It has needed businesses that know how to listen and are built to act on what they hear.
Revenue Alignment Architecture™
FULL DROP Monday on The B2B Playbook Feat Morgan J Ingram @morganjingram & George Coudounaris @georgecouda
Adem Manderovic retweeted
They will do everything in their power to avoid learning how to pick up the phone, map the market, and sell.
Its quiet inspiring the lengths people will go to avoid a simple "hey, uhm.. are you guys in the market for this?"
Closed Circuit Selling™ isn't a new way to sell. It's commercial common sense applied to the entire organisation.
I was doing this in banking long before conversation intelligence platforms, AI call summaries and revenue technology became part of the conversation.
I would speak to the market.
Write the intelligence on butcher paper.
Put it into manila folders.
Walk it over to my boss.
These are the buying timelines. This is what the market is telling us. This is what customers need. This is what it's going to take to win. Can we build something around it?
That information then needed to reach Marketing.
It needed to inform the products we built, the propositions we took to market and the way we approached future customers.
Because what was the point of speaking to the market if the organisation did nothing with what it learned?
Fast forward to today.
We have Gong, we have aircall, we have conversation intelligence, AI transcription, automated summaries and tools that can analyse thousands of customer interactions.
We can capture more information than ever before.
But capturing intelligence and building an organisation that acts on intelligence are two entirely different things.
You can record every conversation, generate a thousand summaries and produce a beautiful white paper.
But if Product doesn't understand what customers repeatedly struggle with, Marketing doesn't understand why buyers change providers, Customer Success doesn't understand what customers were promised, and Leadership doesn't understand what's changing in the market, what have you actually improved?
You've made the conversations easier to record.
You haven't necessarily made the organisation better at listening.
This is the commercial disconnect.
And it isn't solved simply by adding another technology layer.
It requires an architecture that connects what happens in the market to what happens inside the business.
This is the thinking behind Closed Circuit Selling™.
Catalogue the Market™ so the intelligence doesn't disappear when a prospect says they're not ready.
Apply Timing Intelligence™ so the organisation understands when a buyer might actually be ready to act.
Close the Feedback Loop™ so what Sales learns informs Marketing, Product, Customer Success and Leadership.
And build Architecture Over Frameworks™ so those capabilities become part of how the organisation operates, rather than depending on individual people remembering to pass information along.
The technology can help capture, organise and distribute the intelligence.
The architecture determines what happens to it.
And there's another part of this conversation that matters.
You still need to be in the market.
You need real conversations with real people.
You need to understand the context behind their answers, the hesitation behind their objections, the workarounds they've developed, the commitments they're locked into and the circumstances that might eventually cause them to change.
A recording can preserve words.
It doesn't automatically create commercial understanding.
Technology should help us get more from human conversations, not convince us that we can replace those conversations with dashboards.
The best commercial teams don't simply make more calls.
They become more informed because of the calls they make.
And their entire organisation becomes more informed because that intelligence travels.
That's the distinction.
The market speaks. Sales listens. The organisation learns. The organisation acts. The market responds.
Then the circuit closes.
This isn't complicated in principle.
It's what any commercially sensible organisation should want to do.
The problem is that we've spent years optimising individual functions, introducing new methodologies and measuring activity without always connecting the system those things operate within.
Closed Circuit Selling™ makes that connection explicit.
Not because the underlying principles are new.
But because commercial common sense, when left informal, inconsistent and dependent on individuals, doesn't reliably become organisational capability.
The breakthrough isn't teaching businesses that they should listen to their customers.
It's architecting the business so that what customers tell us changes what the business does.
That's how conversations become intelligence.
That's how intelligence becomes action.
And that's how a company gets better at understanding the market it exists to serve.
Closed Circuit Selling™.
Commercial common sense, architected.
Revenue Alignment Architecture™.
FULL DROP Monday on The B2B Playbook Feat Morgan J Ingram @morganjingram & George Coudounaris @georgecouda
We've built sales development around the meeting. Then we wonder why we have a pipeline problem.
Consider the SDR.
They're incentivised on meetings booked.
Their manager is measured on team meetings booked.
Their month is judged by whether they hit the number.
So what behaviour have we designed the system to produce?
Book the meeting.
At almost any cost.
But what happens when the prospect has just signed a two year contract with a competitor?
What happens when they like their current provider, aren't ready to change, or won't evaluate alternatives for another nine months?
The meeting might not happen today.
But the commercial opportunity hasn't necessarily disappeared.
You could learn what they like about their current solution.
What frustrates them.
What they would change.
When their contract expires.
What would trigger a review.
And whether you have permission to return when the timing is right.
That intelligence could be worth more than a meeting that was never going to convert.
Yet if the SDR is rewarded only for booking meetings, why would they invest in a conversation that produces no immediate credit?
The problem isn't necessarily the SDR. It's the behaviour the architecture rewards.
And the consequences go much further than pipeline.
Think about what happens to the SDR's development.
If we teach someone to optimise every conversation for a meeting, are we developing their ability to understand a market, recognise buying signals, uncover commercial problems and navigate complex buying decisions?
Or are we teaching them to optimise for the next activity target?
One perspective from this conversation particularly matters: leaders should examine the conversion from SDR to AE, not just the number of meetings booked.
Are the people who succeed in generating meetings also developing the commercial judgement required to succeed as account executives?
Because progression should represent capability, not simply the ability to hit an activity target.
And there's a second consequence.
The skills required to ask intelligent questions, understand other people's circumstances, recognise timing and build relationships are not merely sales skills.
They're professional skills.
They compound throughout a career.
But you cannot develop them consistently in a system that rewards people for rushing past the very conversations in which those skills are learned.
This is where Closed Circuit Selling™ challenges the conventional approach.
We need to stop treating every conversation as a binary outcome
Meeting booked.
Meeting not booked.
Instead, we need to ask:
What did we learn about the market?
What did we learn about the buyer's current situation?
What did we learn about their timing?
What would trigger a change?
When should we return?
And where does that intelligence need to go next?
Because a prospect who cannot buy today may become a customer in twelve months. Ive had this exact discussion with someone who knows this all too well, @CollinYVR
A conversation that doesn't produce a meeting today may prevent months of wasted pursuit tomorrow.
And an SDR who learns to understand the market becomes better equipped to sell, regardless of their next role.
This is the difference between measuring activity and building commercial capability.
Catalogue the Market™.
Capture what the market is telling you, including when buyers aren't ready.
Timing Intelligence™.
Recognise that the buyer's clock does not run according to your monthly quota.
Close the Feedback Loop™.
Make sure the intelligence gathered in conversations survives beyond the individual salesperson and informs the wider organisation.
Architecture Over Frameworks™.
Design the system to reward learning and commercial progress, rather than assuming that more activity automatically creates more revenue.
This doesn't mean meetings don't matter.
It means meetings are one possible outcome of a valuable commercial conversation, not the only outcome worth recognising.
And it doesn't mean removing accountability from SDRs.
It means holding them accountable for developing the capabilities and producing the intelligence that create sustainable commercial outcomes.
Because when an SDR leaves, their relationships might move on.
Their notes might be incomplete.
Their knowledge might disappear.
And the next person may start from zero.
That isn't just a personnel problem.
It's an organisational memory problem.
The market was speaking all along. We built a system that rewarded people for asking it for a meeting instead of listening to what it was telling us.
#b2b #gtmleadership #closedcircuitselling
@morganjingram x @georgecouda
coming up on the collab series with the B2B Playbook!
Kellen Casebeer @Kellen_the_man
#B2B #B2Bplaybook #ClosedCircuitSelling
Closed Circuit Selling™ is the commercial architecture that turns disconnected revenue functions into one continuously learning system.
Created by Adem Manderovic and George Coudounaris, it challenges the assumption that revenue problems are solved by more activity, more meetings or another sales methodology.
Instead, it addresses the structural disconnects that prevent organisations from understanding their markets, recognising buying windows, sharing intelligence and aligning commercial decisions.
Built on four pillars — Catalogue the Market™, Timing Intelligence™, Close the Feedback Loop™ and Architecture Over Frameworks™ — Closed Circuit Selling captures first-party market intelligence, aligns engagement with buyer readiness, connects insight across the organisation and builds the architecture that enables every existing methodology to work more effectively.
The result is a business that learns from every conversation, makes better-informed commercial decisions and builds the foundations for more predictable, sustainable revenue.
Tactics expire. Architecture doesn’t.
@HaydenPawelski the wizard who puts these together
#B2B #ClosedCircuitSelling
The most valuable thing AI can give a business isn’t more activity.
It’s the ability to spend more time working on what’s actually real.
This is where Closed Circuit Selling™ becomes bigger than Sales.
Imagine this
Sales speaks to the market.
They discover a recurring problem.
They discover who buyers are currently using.
They discover what buyers like.
What they don’t like.
When contracts end.
What would cause a change.
And when they’re prepared to revisit the category.
That intelligence doesn’t disappear into a CRM.
It moves.
Marketing understands what the market is actually asking for.
Product sees what customers are repeatedly trying to solve.
Sales knows who is genuinely worth pursuing and when.
Customer Success understands what was actually promised and how the customer expects to engage.
Leadership gets a clearer picture of what is commercially real.
Now the organisation starts operating as a system.
That’s what we mean by Close the Feedback Loop.
And it’s why I’m interested in what platforms like @aircall can become.
Not simply a better business phone.
Not simply AI transcription.
Not simply automated CRM updates.
But infrastructure that can help capture the voice of the market and move that intelligence through the organisation.
Because eventually, the competitive advantage won’t be who has the most AI?
It will be who can learn fastest from reality…
And then change what the business works on accordingly.
That’s commercial viability.
That’s architecture.
And that’s the reason we built Closed Circuit Selling™
Use the market intelligence to your advantage
bit.ly/4xU3Qhv
#B2B #Ad #Aircall #ClosedCircuitSelling
They say everyone energy and frequency introduces you well before a word is spoken.
Much can be said for meeting with Lucy Emma Kirke today.
If the intersect of partnerships, people, and purpose is highly important to you, then I would suggest you connect.
Check out the work she does with Pointer and gtm / anz community and the dynamic duo of Ricky Pearl x Cameron Morgan..
Make yourself known, as you will be better for it once you have.
And yes, we also spoke about all things Closed Circuit Selling™ (CCS)
In 2008, Adem Manderovic sales team had a name for what they did when the phone stopped working. Street reach.
If they couldn’t get a buyer on the phone or on a digital channel, they’d work out where the company’s office was and go and knock on the door.
If the buyer was going to be at a field day or a town hall event, someone bought a ticket and turned up.
The first time Adem told me about this, the marketer in me nearly fell off my chair. You just went down there? What did you even say?
But the more I sit with it, the more sense it makes. It’s a lot harder to turn someone away when they’re standing in front of you.
Morgan J Ingram made the same point - most people aren’t rude in person. Nobody says “unsubscribe” to your face.
And that’s the part that matters now. AI has made it close to free to send a thousand emails, so every inbox is full of them. Morgan has even seen companies putting AI sellers on demo calls.
The digital channels get noisier every week, and the one thing a machine can’t do is turn up.
So what does this mean for sales teams?
Morgan thinks sales teams will start building hubs where their biggest customers are, with field SDRs whose whole job is to be at 20 events a year.
Adem calls it going backwards to go forwards, because that’s how companies used to be set up. Local teams, close to the customers they served.
The teams that win the next few years will be the ones their buyers have actually met.