Today’s revenue leaders are navigating one of the most volatile markets in recent history, as they navigate economic uncertainty and evolving buyer expectations. Organizations are under pressure to accelerate revenue while maintaining accuracy, compliance and control.
At the heart of this challenge is deal execution—the critical journey from quote to contract to signature. When this journey lacks connection, visibility and organization, revenue slows, risk increases and customer trust fades.
The reality is that most organizations are struggling to execute deals efficiently: 93% report difficulty moving deals smoothly across sales, legal, finance, pricing and IT functions. This highlights that the deal process is fractured across siloed, disconnected systems. What should be streamlined progression has evolved into a disjointed series of handoffs, delays and manual interventions.
The Problem with Siloed Systems
These inefficiencies appear in several ways. Sales teams may lack real-time visibility into pricing rules or approval thresholds, resulting in back-and-forth revisions. As market conditions, competitive pressures and customer expectations evolve, disconnected systems can also make it difficult to adapt pricing strategies and models quickly, limiting an organization’s ability to respond with agility and confidence.
Legal teams face bottlenecks due to non-standard contract terms or incomplete information. Finance teams are unable to maintain accurate forecasts when deal data is inconsistent or delayed. Meanwhile, IT teams are tasked with maintaining integrations across a patchwork of systems that were never designed to work together. The unfortunate result is slower deal cycles, increased operational costs and poor deal outcomes that frequently lead to revenue leakage.
These operational challenges also compound over time. As organizations scale, inefficiencies become more embedded in the process, making it harder to maintain alignment, consistency and predictability.
The Consequences of Visibility Gaps
Data fragmentation limits real-time visibility into sales performance. Without a reliable view of deal activity, leaders struggle to identify bottlenecks, assess pricing models, understand risk exposure or forecast accurately. In a business environment where speed and precision are equally critical, these gaps can quickly become a competitive disadvantage.
As a result, forward-looking organizations are rethinking their approach to revenue execution. Rather than treating quoting, contracting, pricing and approvals as separate workflows, enterprises are embracing a more connected model that aligns teams, systems and data across the full revenue and commerce lifecycle This shift reflects a broader recognition that deal execution is not just a series of tasks but a connected capability that enables organizations to remain agile and respond quickly to changing market conditions.
At the center of this transformation is the concept of the commerce chain: a connected system of record that brings together every element of the deal process into a unified framework. By integrating pricing, quoting, contracting and approvals into a single, cohesive system, organizations can create a real-time, shared view of every deal. This enables stakeholders across sales, legal, finance and IT to work from the same data, reducing misalignment and eliminating the need for manual reconciliation.
Improving Deal Execution with a Connected Commerce Chain
The benefits of a connected commerce chain are significant. First and foremost, it improves visibility. Revenue and finance leaders gain immediate insight into deal status, pricing structures and potential risks, enabling more accurate forecasting and informed decision-making. Second, it improves speed and efficiency. Automated workflows and standardized processes reduce bottlenecks, allowing deals to move faster from initiation to close. Third, it strengthens control and compliance. With built-in governance and approval mechanisms, organizations can ensure that every deal adheres to established policies without slowing the process down.
A connected approach also boosts overall consistency in how deals are structured and executed. This consistency not only elevates internal efficiency but also enhances customer experience, which has often been lackluster in the B2B sales ecosystem. Providing accurate pricing should be simple, quotes should be easy for buyers to understand and sellers should not need weeks to generate information, the data should be readily accessible. Buyers expect seamless, transparent interactions, and companies that can deliver this are better positioned to win and retain business. When the necessary tools are not connected, this process is prolonged, and it becomes much harder for sellers to close deals and establish contracts.
Connection and Execu
Siloed Systems, Deal Execution, Commerce Chain, Revenue Operations, B2B Sales, Quote-to-Cash, Revenue Leakage, Sales and Finance Alignment, Deal Cycles, Pricing Strategy, Contract Management, Conga
tion is the Competitive Advantage
The ability to execute deals effectively in a market defined by complexity and competition has become a key differentiator. Organizations that improve alignment across sales, legal, finance and operations are better positioned to respond to changing business conditions.
Revenue optimization is now directly tied to system connection and the elimination of friction in the sales process. It plays a direct role in an organization’s ability to drive growth, manage risk and deliver a strong customer experience. Companies that address the underlying causes of fragmentation will be better equipped to navigate uncertainty and support sustainable long-term growth.
Lisa Martin is Conga’s Chief Revenue Officer, responsible for leading the company’s global revenue strategy and driving growth through innovative sales and customer success initiatives. With more than two decades of leadership experience in technology and communications, Lisa is widely recognized for her strategic vision, ability to build high-performing teams, and commitment to a customer-first approach. Prior to joining Conga, Lisa served as Chief Revenue Officer at 8×8, where she led efforts to accelerate revenue growth, optimize go-to-market strategies, and deepen customer engagement across global markets. She has also held senior leadership roles at Twilio, Genesys, and Verizon, and began her career in technology with roles at Wells Fargo and Fidelity Information Systems.
