From Product Pitches to Profit Conversations: How Biamp Rebuilt Its Sales Muscle

When your market is mature and hypercompetitive, standing still is the fastest way to fall behind. I recently spoke with Bart Freedman, Vice President of Sales at Biamp, about what it takes to evolve a sales organization that was successful, but no longer competitive. 

Buyers weren’t interested in product demos anymore. They wanted to talk about the outcomes. Bart and his team recognized that if Biamp’s sellers kept leading with feeds and speeds, they’d get left behind. 

So, Biamp rebuilt how their global team sells, learns, and improves. That transformation didn’t happen overnight. It came through a deliberate effort with tailored training, embedded tools, and a modern, collaborative learning experience designed to create lasting behavior change. 

Here’s how they did it and what other CROs and Enablement Leaders can learn from their approach. 

Don’t Just Customize, Contextualize 

When Biamp partnered with SBI, they didn’t ask for an off-the-shelf training program. And we didn’t offer one. 

We started with a full commercial intake: deep interviews across sales leadership, frontline managers, and executives. We mapped their customer conversations, decision-makers, and friction points. The result? A curriculum that looked and sounded like Biamp including its market, its motions, its deals. 

The payoff was immediate: relevance increased receptivity, and receptivity drove application. 

If your sellers can’t see themselves in the training, they won’t apply it. Relevance is the first lever of behavior change. 

The Facilitator Is the Delivery Mechanism 

The content matters. But the person in the room makes or breaks the experience. 

Biamp’s facilitator was a proven sales leader who had carried the bag and managed teams, not just read from slides. They understood nuance across global markets and knew how to create space for discussion, not just instruction. 

Don’t hand your team to a trainer. Put them in the room with a commercial operator who’s been there. 

Flip the Model to Drive Engagement 

We used SBI’s Collaborative Learning Experience (CLX) platform to deliver a flipped classroom model. The core ideas including frameworks, concepts, and talk tracks were delivered during pre-work. Live training sessions focused on practice, application, and peer-to-peer sharing. 

This structure mattered. It created room for different learning styles and built a sense of community across regions. Gamification and discussion forums kept sellers engaged and accountable. 

Asynchronous online sharing of frameworks and guidelines for the what, and Live training and coaching sessions for the why and how. 

Adoption Happens When Tools Are Usable 

We didn’t measure success by smile sheets. We looked at whether sellers used the tools. 

They did. Objection handling frameworks showed up in weekly sales meetings. Value proposition messaging became part of deal reviews. Managers reinforced talk tracks in coaching sessions. No top-down mandate required. 

Within weeks, sellers reported a 30% lift in confidence across targeted skills. And confidence is a leading indicator of usage. 

The best enablement tools aren’t just adopted, they’re embedded in the operating rhythm. 

Elevate the Conversation and Win the Budget 

The most strategic outcome? Biamp’s sellers moved from demoing features to discussing profitability, cost of delay, and growth levers. 

That shift unlocked new stakeholders. It got them into the deal earlier. And it helped them win against more than just competitors—they won against other internal initiatives vying for budget. 

You’re not just competing with other vendors. You’re competing with other priorities. Articulating business value wins. 

Treat Enablement as a System, Not a Sprint 

This wasn’t Biamp’s first engagement with SBI. We had worked together previously on sales process and persona development, so the training plugged into an existing ecosystem. 

And it didn’t end at rollout. Directors reinforced skills in team meetings. Tools were integrated into account planning and pipeline reviews. Enablement became part of how the organization operates. 

Training doesn’t drive change; systems do. Make enablement part of your operating cadence. 

What to Do Now 

If you’re responsible for revenue, here’s what you should reflect on and change:

• Audit for relevance. Would your top five deals recognize themselves in your training content?
• Upgrade your facilitators. Require commercial leadership experience, not just instructional skill.
• Adopt a flipped model. Use digital platforms to deliver knowledge, then invest live time in coaching and application.
• Embed the tools. Reinforce objection handling, value messaging, and call planning in weekly cadences.
• Track behavior change. Measure confidence, tool usage, and deal quality, not just attendance.