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Ian has spent decades operating at the top end of global marketing services. He has led new business across regions, categories, and complex enterprise buying environments, overseeing hundreds of millions of dollars in active pipeline. His track record is built on consistency rather than drama. Long buying cycles, high deal scrutiny, global stakeholders, and intense commercial pressure.

What sets Ian apart from the rest is his understanding of how enterprise deals convert, and where they have the potential to fall apart.

Below are the challenges he sees most frequently in his enterprise selling capacity, reframed as the conditions required for sustained success in this space.

What effective enterprise selling requires:

• Early access to decision makers and influencers, not just formal titles
  Enterprise outcomes are shaped by a mix of decision-makers and influencers. Sellers who identify this early can shape the deal and buyer approach before it hardens into formal process.
• Clear differentiation in crowded markets
  When marketing services are framed as interchangeable, price becomes the only lever. Sellers who can articulate outcomes and commercial impact (value) avoid being pulled into pure cost comparisons.
• Credibility when entering new sectors
  Enterprise buyers are cautious. Too little sector experience creates risk. Too much overlap with competitors creates conflict. The balance matters, and it needs to be managed in a considered way.
• Predictable pipeline creation
  Enterprise relationships evolve over time. Inbound is inconsistent, stakeholders move on, and business priorities shift. Sustainable growth comes from structured, long-term engagement, not short bursts of activity.
• Protection of selling time
  Senior sales capability is often diluted by internal admin. High-performing teams systemise non-selling work so senior operators can stay close to buyers.
• A shift from cost to value discussions

  While procurement still remains somewhat cost-focused, there is a gradual shift toward value. Sellers who can quantify outcomes, not just inputs, are better positioned as this transition evolves.
• Consistency across global and regional delivery
  Global enterprise work introduces complexity across regions, brands, and internal teams. Success depends on managing this without losing clarity or consistency.
• Alignment through late-stage complexity
  Many enterprise deals fail late due to client internal change rather than poor solutions. Sellers who consult early and stay aligned to evolving priorities reduce late-stage drop-off.
• Disciplined use of data and sales systems
  Forecasting, benchmarking, and CRM only add value when data quality is high. Reliable inputs lead to confident decision-making and realistic targets.

Ian’s perspective is deeply grounded in years of experience and is critical knowledge for any budding enterprise sales professional. Progress in this arena is rarely transformational. It is incremental, disciplined, and often invisible from the outside.

This is professional new business done effectively.

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