Brian LaMannaAE @ Gong | Closed Won 🦙 | 7x President’s Club

Lessons from a 500% + Quarter

15 Feb 2026 · 1 min

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1:24

In this off‑the‑cuff video, Brian LaManna reflects on his most successful enterprise sales quarter—over 500% growth—and distills five practical lessons. First, he emphasizes dramatically increasing team selling, spending three times more time preparing and coordinating with sales engineers and executives, and tailoring his internal prep to each stakeholder’s preferred communication style. Second, he stresses that a strong pipeline is essential; his top priority in the first 90 days is focused hunting, using a sniper‑like approach with warm connections, gifting, and deep review of past interactions rather than a broad, machine‑gun strategy. Third, he advises slowing the sales motion by avoiding product demos in the initial calls, reserving them for later stages. Fourth, he explains that enterprise deals hinge on aligning with the buyer’s company‑level priorities and strategic bets, which can accelerate cycles for projects that don’t yet exist. Finally, he recommends a quarterly reflection routine to capture lessons and continuously improve performance.

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My second quarter ever in enterprise was a monster quarter for me. Here are some of my biggest takeaways and lessons learned Completely off the cuff. Number one, Just significantly more team selling. Three times more of my time goes to preparing others communications between steps, say a sales engineer and execs in particular. My goal is to be a pleasure to work with internally and to learn how they want to be prepped. Some want to do a meeting, some want async and do it well in advance of that meeting. Number two, like mid market or even small business, pipeline does solve all problems. My number one focus the first 90 days hunting. I have way less accounts so I'm being way more precise with warm connections, gifting, reviewing past conversations and opportunities, taking more of a sniper approach instead of a machine gun. Slow down your sales motion, almost never showing product in a first call altogether and way less in call number two as well. Enterprise deals are won and lost in number four enterprises aren't. Making huge investments is completely on a whim. You need to attach to existing company level priorities and strategic big bets. This is your only chance of an accelerated sales cycle for a project that might not yet exist. Take a second to reflect after each quarter. This is the best way to keep improving to draw upon the lessons learned.