The PLG Paradox: Sales as the Undervalued Revenue Blueprint

The rise of product-led growth (PLG) has reshaped the startup ecosystem, placing engineering and product teams at the forefront of innovation. Yet, as Orewa Olusanya, Head of Growth (EMEA) at AiPrise, argues, this shift has created a dangerous blind spot: the devaluation of sales leadership, particularly for non-technical operators tasked with translating technical brilliance into commercial success. In a crowded market where "great products sell themselves" is no longer a guarantee, non-technical leaders must adopt a strategic blueprint to bridge the gap between innovation and revenue.

The PLG Paradox: Redefining Sales as Strategy

The PLG model, which prioritizes product adoption as the primary growth driver, has led many startups to undervalue structured sales approaches. While technical founders focus on building scalable solutions, non-technical leaders face the challenge of institutionalizing sales as a disciplined, systematized function. Olusanya emphasizes that sales in PLG environments is not about charm or persistence but about creating architecture-a "revenue blueprint" that aligns product development with market demand.

One of the most significant hurdles is the "language barrier" between technical and commercial teams. Engineers speak in APIs and microservices, while finance leaders prioritize ROI and payback periods. Non-technical operators must act as "Translator-in-Chiefs," converting technical velocity into financial value. Failure to do so risks relegating sales to a cost center rather than a revenue-generating engine.

Three Pillars for Revenue Architecture

Olusanya outlines three pillars for non-technical leaders to build sustainable revenue systems:

1.

Non-technical leaders must deeply understand their product's architecture-not to code it, but to position it effectively. By identifying the "narrow wedge" where the product can dominate, they can align product velocity with revenue goals. For example, when engineering teams develop new integrations, GTM strategies should pivot to customers reliant on those ecosystems.

2.

Just as engineers deliver reliable code, sales leaders must deliver reliable forecasts. This requires moving from spreadsheets to systems, such as CRMs configured with clear exit criteria for each sales stage. By linking every deal to quantifiable business outcomes, non-technical leaders can institutionalize predictability and earn investor trust.

3.

To resonate with CFOs, proposals must focus on risk, cost, and return. Olusanya recommends anchoring every deal around three metrics: the cost of inaction, revenue uplift, and net dollar retention (NDR). This approach transforms sales from a transactional activity into a long-term business strategy.

From Seller to Strategic Partner

The role of the non-technical leader in PLG startups is evolving from "seller" to "strategic partner." By embedding themselves in the intersection of product, sales, and finance, these leaders ensure that innovation does not remain an expensive hobby but becomes a scalable business. As Olusanya notes, the blueprint for impact is written not in Python but in GTM design and financial translation.

For startups navigating the PLG landscape, the question is no longer whether to prioritize sales-it's how to architect it effectively.