Sales-Led GTM Trends in 2026
A handful of notable trends are reshaping sales-led GTM in 2026. We do our best to forecast how the next year will play out as AI changes how GTM teams operate.
The global economy is heading into 2026 with moderate growth projections, but this optimism comes tempered by some headwinds. Inflation looms, capital costs remain elevated, and economic gatekeeping has become the new normal. The era of cheap capital and growth at all costs is firmly behind us.
One of the economic growth drivers, artificial intelligence, has moved decisively from experimental testing to the operational stage. What was in testing phases in 2025 is now being implemented at scale. AI is no longer a nice-to-have capability; it sits at the heart of GTM execution. AI is affecting all trends listed below, either directly or behind the scenes.
Four major trends are reshaping sales-led GTM in 2026.
Against this backdrop, a handful of major trends are reshaping sales-led GTM in 2026. While the impact varies across industries and markets, these forces are changing how sales-led organisations operate, engage buyers, and drive growth.
The Trust Crisis Escalates
A trust crisis is building. It may represent the most significant challenge facing commercial leaders today. As artificial intelligence saturates digital channels with what industry is calling "AI slop," human expertise and authenticity have emerged as the competitive differentiators. The irony is hard to miss. The same technology that promised to accelerate GTM motions is now creating a trust deficit that only a human connection can bridge.
Buyers have become increasingly sceptical of content. They can sense when they're reading templated outreach, when a case study feels off (remember those em dashes?), and when the person on the other end of an email is outsourcing their thinking to a language model. The flood of AI-powered content has made it challenging, or at least annoying, to try distinguishing valuable signals from noise.
Buyers want proof, not persuasion.
GTM teams must recognise the increased value of trust and proof. The value of referrals and case studies is soaring in this environment. But these aren't the polished, marketing-approved testimonials of the past. Today's buyers want to speak directly with existing customers. They want to read about real implementations, understand actual challenges, and hear honest assessments of both strengths and limitations. They want proof, not persuasion.
The rediscovery of the value of human connections creates new opportunities for those willing to step forward. Buyers increasingly turn to product experts, customer success teams, and external voices for fact-based insights and validation. They're seeking authentic expertise and community connection, often in social spaces (think of LinkedIn and physical events) and private forums (Like WhatsApp group chats).
Leaders, bring out your people. Use AI and automation to empower your team as much as possible in the background so they can focus on building and nurturing human connections.
Ilkka Vertanen - GTM Club Founder
Read more about the impending trust crisis.
Retention and Expansion Crown the Winners
Economic realities have forced a fundamental reordering of GTM priorities. With growth no longer guaranteed and capital no longer cheap, customer retention and expansion move from supporting roles to become the strategy for growth.
Net Revenue Retention (NRR) has become a core indicator of product-market fit and organisational valuation in investors' eyes. These metrics tell a story that a new logo acquisition cannot. They reveal whether your product genuinely solves problems, whether your customers find increasing value over time, and whether your organisation has built the systems and relationships necessary to grow accounts systematically rather than opportunistically.
The shift reflects a broader market evolution. Buyers are becoming more selective about the vendors they work with, but they're also becoming more willing to deepen relationships with vendors who prove their value. This creates a dynamic in which it's simultaneously harder to win new customers and easier to expand within existing accounts when you've established trust and delivered results. Fewer vendors, but greater confidence in the selected ones, linking back to the previous trend and the importance of gaining trust to leverage.
Fewer vendors, but greater confidence in the selected ones.
Companies are also moving customer engagement directly inside their products. Product telemetry provides real-time insight into how customers use features, where they encounter friction, and when they achieve meaningful outcomes. This data enables teams to shorten activation times and trigger customer success workflows at precisely the right moments. The line between product experience and customer success is blurring, creating new opportunities for those who can orchestrate both effectively.
For GTM leaders, the message is clear. Build your organisation around the assumption that keeping and growing customers is more valuable than acquiring new ones. Design compensation, team, and measurement systems that reflect this priority. Ensure that every function, from product through to sales, understands its role in driving retention and expansion.
AI Transforms CRO's Role (Again)
The organisations that invested early in data quality and systematic testing are now reaping the compounding rewards of their AI investments and learnings. The winners in 2026 are integrating it into core GTM systems rather than treating it as an isolated tool or an experimental project. This integration represents a fundamental reimagining of how revenue teams operate.
The role of the Chief Revenue Officer is evolving in response to these changes. Tomorrow's successful CRO will need a basic understanding of data handling and architecture. While the practical implementation and ownership of data management may rest elsewhere in the organisation, the needs of GTM teams must be considered. Without access to high-quality data and supporting infrastructure, GTM teams cannot fully leverage the company's proprietary data (e.g., product usage) or external vendor data (e.g., Vainu, ZoomInfo). A discussion point that could pop up in 2026 is the role of the CRM: is it still the primary data source for customer information, or should the CRM read data from a data lake?
CRO will need a basic understanding of data handling and architecture.
How the data is stored, accessed, and updated is vital for CRO's role as CROs will oversee the deployment of agent ecosystems, where human salespeople manage and work in tandem with portfolios of dozens of specialised agents. Similar to human colleagues, the CRO acts as the central coordinator to ensure that various AI agents do not operate in silos or work at cross-purposes across systems and functions. While CRO might not be hands-on in guiding the agents, it's part of the role to ensure digital workers align with flesh-and-bone ones to work towards set revenue goals.
The legal landscape is also being reshaped. By August 2026, the EU AI Act will become fully applicable, establishing a risk-based framework for AI governance. How things exactly play out remains to be seen, but the EU AI Act may influence AI implementation across the GTM tech stack (e.g., how sales teams score leads and automate outreach). The discussion of how to use AI in organisations (looping back to the trust crisis) will intensify, and Chief Revenue Officers will find themselves in frequent conversations with legal teams about compliance, data privacy, and acceptable use.
AI Becomes a Barrier Between Sellers and Buyers
AI is not only helping sales and GTM teams. It's also becoming a barrier between sellers and their prospects. Yesterday, GTM teams needed to worry about SEO, spam filters and gatekeepers. Now prospects deploy AI to screen calls and emails. They rely on AI summaries to digest content. They use AI-powered search to research solutions. The buyer's journey has fundamentally changed after the introduction of an AI layer.
To hammer the point home, research shows that over 90% of buyers now use AI in their procurement process. For many, this includes building the shortlist with the help of ChatGPT or other similar LLMs. The same research shows that buyers typically start each procurement with a shortlist of four to five vendors, and that 95% of the time, the final decision comes from that initial list. The emergence of this zero-click search means your landing pages may never be seen if your key message doesn't penetrate the AI layer between your content and your buyers. At worst, prospects might do their research without sending any pings on your digital radar, and you miss out on the opportunity entirely.
Your message needs to relay its key points even when filtered through an AI.
As large language models summarise and prioritise information on behalf of buyers, the challenge is clear for all revenue teams. They must learn to craft messages and content, both for outreach and branding, that penetrate the AI layer. Whether it's a smartphone's call screen, Apple Intelligence's mail summary, or AI-generated snippets on search results, your message needs to relay its key points even when filtered through an AI.
2026 in a Nutshell
As in 2025, disciplined execution remains the primary driver of growth. What was tested then with AI is now being implemented at scale. The opportunity lies in scaling these capabilities systematically rather than chasing every new shiny tool or jumping from trend to trend. New technologies will emerge throughout the year. There will be events (new AI capabilities or geopolitical events) that challenge our worldviews and assumptions. The temptation to pivot constantly will be strong. Resist it.
As always, the fundamentals haven't changed. The difference now is that you have more powerful tools at your disposal. Still, focus on solving real customer problems, and you'll do well in 2026. Keep the focus on your ideal customer profile and work to increase sales velocity.
