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Sales and sales operations want the same thing, but the way we’re set up often guarantees friction. When sales and ops functions collide it can feel like two organisations speaking different languages. We sit down with Robert Gessner, a seasoned operations and go-to-market leader with deep experience across global tech and a long spell at Citrix, to unpack what’s really going on and what actually helps. 

We dig into the practical fix that keeps coming up in high-performing teams: customer proximity. Robert explains why operations cannot live entirely in a central bubble, and how a customer-facing front end creates a clear interface between the field and HQ. We also talk about the risks of centralisation, why regions create shadow organisations when they do not get what they need, and how to simplify processes that drive everyone mad, from price exceptions to endless approval loops. 

The theme is autonomy with guardrails: push decisions closer to the customer while keeping accountability and sensible constraints. 

Then we zoom out to the bigger picture: complexity often reflects strategy. If a company tries to serve every segment, every channel, and every go-to-market model at once, operations has to build processes for all of it, and the machinery creaks. 

From there, we move into the “project economy” and the execution gap that appears when leaders design strategy but step away from delivery. Robert makes the case for building project management capability inside sales organisations and for involving frontline and middle managers early, so change does not die after a launch webinar. 

If you care about go-to-market execution, sales operations, process design, and building a customer-centric operating model in a fast-moving tech business, you’ll take away practical steps you can use straight away.

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