When landmark legislation passes, capital doesn’t just move, it accelerates toward new opportunity. The One Big Beautiful Bill Act (OBBBA) is doing exactly that. It’s been hailed as one of the most consequential tax and capital investment bills in modern U.S. history. By expanding 100% first-year depreciation, R&D tax incentives, and qualified production property (QPP) expensing, the bill effectively reprograms corporate investment math.

Across industries, B2B revenue leaders are feeling the pressure. Win rates are down. Customer experience is deteriorating. And buyer confidence, once predictable, is now scattered across bloated buying groups that can’t reach consensus.

2026 is shaping up to be the year when traditional go-to-market (GTM) strategies finally collapse under their own weight. The funnels, lead-hand-offs, and stage-gated campaigns that once powered predictable growth are now failing to keep up with a new kind of market dynamic—where buyers are self-directed, AI curates the shortlist, and alignment is the only multiplier that matters.

Do your clients really trust your teams—or are they staying out of convenience until a better option comes along? It’s an uncomfortable question, but one every CEO needs to wrestle with before locking in a 2026 revenue plan

Over the past few years, the role of sales operations has undergone a profound transformation. No longer just a back-office function focused on CRM hygiene and forecasting reports, today’s sales operations must operate as a strategic command center—one that fuels growth, enables executive decision-making, and equips sellers with the tools, intelligence, and systems they need to win.

At #LucrumPartners our engagements with founder-led CEOs begin with these boot strapping leaders asking a variety of questions about...

Know Thy Buyer (and their business)!!! The #LucrumPartners team continues to hear how often B2B sellers are encountering CFOs as key...