Selling Up & Going All-In on Digital: Key Takeaways from Steven Nghe, Jenny Strange at B2B Online Atlanta 2025

The “Selling Up: Getting Leadership Buy-In and Going All-In on Digital” session at B2B Online Atlanta 2025 brought together moderator Steven Nghe of Kloeckner Metals with panelists Jenny Strange (formerly Koch Industries), Mark Cirillo (Boston Scientific), and Carla Gregory (Sumitomo Drive Technologies). Together, they explored how B2B leaders can influence executives, secure funding, and turn digital strategies into sustained transformation across sales-driven, complex organizations.

Key Takeaways

1. Selling up is really about influence, not a single pitch

Across the panel, “selling” to executives was reframed as ongoing influence rather than a one-time presentation. Jenny described partnering with leaders to help them persuade peers like CFOs and heads of sales, while Mark emphasized repeatedly refining the story and value proposition for each division. Instead of chasing a single big moment, the panel urged attendees to view executive buy-in as a continuous dialogue that evolves as priorities and market conditions shift.

2. Start small, prove value, and let momentum sell the vision

All three practitioners stressed the power of starting small. Mark’s team launched eCommerce in one receptive division, piloted with a subset of customers and reps, and used early wins to justify expansion across additional business units and product lines. Jenny shared a similar pattern with ERP transformation: focusing first on one critical business area, quantifying value, then extending to supply chain and finance. Small, well-designed pilots built credibility, reduced risk, and created powerful internal case studies.

3. Anchor your story in executive priorities and pain points

Effective selling up requires speaking the language of leadership priorities. The panel highlighted tying digital investments to measurable outcomes executives care about, such as revenue growth, sales efficiency, and reduced administrative burden. Mark showed how demonstrating that reps were spending 20% of their time on non-selling tasks made a compelling case for online portals. Carla underscored knowing approval thresholds and tailoring asks accordingly, from ad spend to marketing tools, to avoid sticker shock and keep conversations moving.

4. Use structure to create urgency: discontent, vision, and path

Jenny introduced a human action model with three essentials for change: discontent with the status quo, a clear vision of a better state, and a believable path to get there. Her team used interviews, data, and “mirror” moments to show leaders where value was being lost today. Once leaders felt that discomfort, they were more open to co-creating a future-state vision and roadmap. This structured approach helped turn vague dissatisfaction into concrete, funded transformation programs.

5. Champions, quick wins, and communication sustain momentum

Getting a “yes” is only the first step; keeping leaders and teams engaged over multi-year initiatives is the real test. The panelists highlighted the need for internal champions in each region or division, quick wins that demonstrate progress, and relentless communication of successes. Carla is using regional champions to drive adoption of an ABM tool, while Mark talked about “selling yourself” internally by broadcasting wins so that executives and peers continue to hear about the impact of digital programs.

6. Don’t ignore the shiny objects—connect them to the roadmap

When asked about distractions like AI and other “shiny” trends, the panel advised acknowledging executive interest while grounding it in a realistic roadmap. Jenny noted that foundational work such as data cleanup is often a necessary step toward advanced capabilities. Mark recommended anticipating hot topics before governance meetings and preparing concrete examples of how emerging technologies may be explored within existing priorities, rather than allowing them to derail core initiatives.

7. Co-design with the organization to drive adoption, not just approval

Winning budget does not guarantee adoption. Jenny and Carla both stressed engaging cross-functional leaders and frontline teams in co-design sessions. By involving regional sales, customer service, and operations early, they were able to shape processes and tools around real workflows. Training, documentation, and iteration—even when people still “mess it up”—helped build ownership and made transformation a shared effort, rather than a top-down mandate that fizzles after launch.

Why It Matters

As B2B organizations accelerate digital transformation, many initiatives still stall in the gap between strategy decks and day-to-day execution. This session underscored that success depends less on technology choices and more on the ability to influence executives, align with sales-driven cultures, and sustain change across complex stakeholder groups. For manufacturers, distributors, and enterprise brands, the panel’s experiences provide a practical playbook: start where you can win, quantify value, and build internal advocates who keep selling the vision long after the initial investment is approved.

Actionable Insights

• Frame digital initiatives in business terms: Lead with revenue, efficiency, and risk reduction metrics that map directly to executive KPIs.
• Launch focused pilots with clear success metrics: Start in one division or segment, prove impact, then reuse the story to scale.
• Identify and equip internal champions: Empower regional and functional advocates with proof points, training, and simple narratives.
• Continuously communicate wins and learnings: Regularly share results, testimonials, and refinements to keep leadership and teams engaged.