Guy Rubin is the founder and CEO of Ebsta, a revenue intelligence platform that connects to a company's email, calendar, and phone systems to automatically clean CRM data, build a people graph of every customer relationship, score engagement, and run pipeline inspection and forecasting inside Salesforce. Each year, in partnership with Pavilion, Ebsta publishes its GTM Benchmark Report — the 2025 edition analyzed over 650,000 opportunities representing nearly $50 billion in pipeline, 240,000 minutes of discovery calls, and a survey of more than 2,000 CROs and sales leaders. A self-described 'data geek,' Guy is also a Pavilion CEO ambassador who hosts monthly CEO dinners and champions community-led growth. His core thesis: pipeline is a vanity metric unless the deals are real, top performers win by qualifying ruthlessly, and you fix dirty CRM data with a machine — never with sellers.
Guy Rubin on the $78B revenue benchmark, the ICP-vs-TAM trap, and why AI on a broken GTM makes everything worse
Ebsta founder Guy Rubin on the 2025 B2B Sales Benchmark Report — sales velocity, deep ICP over TAM, and ruthless qualification.
Guy Rubin on Ebsta's 2025 GTM Benchmark Report — ruthless qualification, the 11x velocity delta, expansion revenue, and why you fix dirty data with a machine, not sellers
“When you put AI on top of your existing go-to-market motion, what it does is it exacerbates the problems that you've already got.”
“If all you're doing is using AI to generate more volume, all you're going to do is cause yourself a whole lot more set of problems.”
“AI for these businesses has become the new growth at all cost model. In the old days, we just threw lots of money at it. Now we're just throwing lots of AI at it and expecting better results.”
“It's not a coincidence that the top territory is always the territory that has the highest qualification scores.”
“When the sellers have too much pipeline, their win rates drop dramatically. When they've got a balanced pipeline, the win rates are almost twice as high.”
“A lot of companies are getting confused between ICP and TAM. They think any company that we can sell to, that's our ICP.”
“The very best sellers are qualifying out three quarters of their opportunities by the time they need discovery.”
“It's not about those heroics anymore. It's about the system. It's about the process. Our responsibility as leaders is to give sellers an environment they can win in.”