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The Sales Acceleration Formula — Cliff Notes Summary

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Direct Answer

Mark Roberge's *The Sales Acceleration Formula* (Wiley, 2015) is the HubSpot CRO playbook that took a SaaS company from $0 to $100M ARR in seven years by treating every part of sales — hire, train, manage, demand-gen — as an engineering problem with metrics, scorecards, and weekly experiments.

It is required reading for first-time VPs of Sales, founder-CROs, and RevOps leaders building a repeatable motion in 2027, and the Sales Hiring Formula, the monthly skill coaching loop, and the inbound flip still hold up, even if some specifics (inbound saturation, AI SDRs, PLG overlays) need 2027 patches.

1. The Sales Hiring Formula — Hire the Same Rep Every Time

The book's first and most-quoted section. Roberge rejects the legacy "hire the aggressive closer" archetype and replaces it with a regression-tested scorecard.

The five traits that actually predicted HubSpot success

Roberge ran a regression against every HubSpot rep's resume and onboarding scores and found five traits with the strongest tie to quota attainment: coachability, curiosity, prior success, intelligence, and work ethic. The book labels this the "CCPSI" rubric (or simply the HubSpot Hiring Formula).

Traits traditionally associated with sales — aggression and objection handling — actually correlated negatively with long-term success at HubSpot. Roberge insists the specific trait list is less important than the method: every CRO should run their own regression after the first ~20 hires.

The interview scorecard and rubric

Each trait gets a 1-to-10 anchored rubric and a specific interview question. Coachability is tested with a live roleplay followed by feedback; the candidate is then asked to re-do the roleplay and apply the feedback within the same call. Reps who refuse the feedback or only nod politely score 1-3 and get cut.

Every interviewer scores independently in the ATS before the debrief — Roberge enforces this to prevent the loudest interviewer from anchoring the panel.

The Ideal First Sales Hire

Chapter 4 is a favorite of founder-CROs. Roberge argues the first sales hire is not the senior VP — it's a player-coach who can carry a bag, document a process, and train hire #2-5. The book frames the first hire as "the most expensive mistake you can make" if you optimize for resume over adaptability.

2. The Sales Training Formula — Stop Shadowing, Start Certifying

Roberge demolishes the "ride-along with a senior rep" model and replaces it with a predictable, repeatable, certification-based curriculum.

The three pillars: buyer journey, sales process, qualifying matrix

A well-designed methodology has three artifacts: the buyer journey (what the customer does), the sales process (what the rep does in response), and the qualifying matrix (the data the rep collects). At HubSpot the qualifying matrix was famously BANT-extended with timing, authority, and consequence-of-inaction, mapped to fit + interest scoring.

"Sell like a marketer"

Roberge required every new rep to start their own blog during training, write three posts a week for 30 days, and use the analytics to learn what resonated with their target persona. The point was empathy — reps who had personally published content stopped pitching features and started diagnosing problems.

In 2027, the modern version is rep-led LinkedIn content and personal newsletters — same principle, different distribution.

Certification before the floor

New reps could not touch a live lead until they passed certifications in product, persona, and the qualifying matrix. Roberge enforced a scored exam at the end of each module — reps who failed retook the module, not "graduated with a warning."

3. The Sales Management Formula — Coach One Skill at a Time

Chapter 7 is the single most-cited chapter of the book and the one VPs of Sales reference most in 2027.

The monthly skill plan

Instead of a 15-skill laundry list, every rep and manager picks ONE skill per month to improve. The manager and rep co-author a one-page development plan with: the skill name, why it matters, a leading metric that proves improvement, and a tactic the rep will run that month.

Skills cycle — a rep might do discovery questioning in January, multi-threading in February, closing technique in March.

Metrics-driven, not gut-driven

The plan is anchored to a leading metric in the funnel — not the rep's quota number. Example: if the skill is discovery, the metric is "% of deals with documented pain in 14 days", not "January bookings". This lets the manager run a blameless retro at month-end against a number both parties agreed on up front.

Compensation as a teaching tool

Chapter 8 covers comp plans and contests. Roberge ran three distinct comp plans at HubSpot — the Customer Success Plan, the Hunter Plan, and the Customer Acquisition Plan — each engineered to change behavior, not just pay for outcomes. The book introduces the idea of running two-week sales contests as A/B tests on rep motivation — a contest is a hypothesis that a specific incentive will change a specific behavior.

If the contest fails, you learned something cheap.

Promote from within

Chapter 9 makes the case that HubSpot promoted ~90% of its sales managers internally. The trade-off is honest: internal promotes start slower than external hires but stick longer, scale culture, and already know the qualifying matrix.

4. The Demand Generation Formula — Flip Outbound to Inbound

The most dated but still directionally right section.

Get buyers to find you

Roberge frames the inbound flip as the single biggest leverage point in modern SaaS: buyers research before they talk to a rep, so the rep's job is to show up where the buyer is researching. At HubSpot this meant a content factory — daily blog posts, free tools, gated ebooks — that produced more MQLs than the SDR team could handle.

Sales and marketing alignment via SLA

HubSpot wrote a Service Level Agreement between marketing and sales: marketing committed to a monthly MQL count at a defined lead score, and sales committed to work each lead within X hours with a documented outcome. Both teams' bonuses were tied to the same number.

This is the single tactic most often cited by modern RevOps leaders (e.g. Crissy Saunders at CS2, Camela Thompson, Jeff Ignacio) as the one that survived the inbound saturation of the 2020s.

Converting inbound into revenue

Chapter 11 covers lead routing, SDR-to-AE handoff, and the discovery call structure. The SDR's job is to qualify, not pitch — a 15-minute call that scores fit + interest and either books the AE or recycles the lead. The SDR comp plan rewards qualified opportunities accepted by AEs, not raw meetings booked, to prevent sandbagging.

5. The Technology Layer — Sales Tech as a Productivity Multiplier

The penultimate chapter is the most quietly important. Roberge insists every sales motion has a single underlying number: deals per rep per month. Every piece of tech — CRM, dialer, sequencer, conversation intelligence — should be evaluated against whether it moves that number within 90 days.

The "experiment, measure, scale" loop

Tech rollouts at HubSpot followed a four-week experiment on one team, a scorecard review, then either kill or roll out. No tool was bought based on a vendor demo alone. In 2027 this is the most AI-relevant chapter — clari, gong, outreach, salesloft, common room, clay all need the same gate.

6. What Holds Up in 2027 vs What's Dated

Still gold in 2027

Hire-by-regression — even more relevant with AI-assisted resume screening.
One-skill-per-month coaching — the underlying loop survived MEDDIC, Command of the Message, and JOLT.
Marketing-Sales SLA on a shared number — the foundation of every modern RevOps charter.
Cert-before-the-floor onboarding — now standard at companies like Datadog, Snowflake, Gong.

Needs a 2027 patch

Inbound saturation — the "blog your way to $100M" tactic is table stakes, not a moat. Modern operators (Chris Walker, Refine Labs) argue for demand creation via podcasts, dark social, and creator partnerships in addition to gated content.
PLG overlay — Roberge's book pre-dates the product-led growth wave. Modern CROs at companies like Figma, Notion, Linear layer a PQL motion (product-qualified lead) on top of the SAF.
AI SDRs and rep enablement — the 2025-2027 wave of AI sequencing, AI roleplays, AI deal review (tools like Regie, Hyperbound, Gong's Athena) means the SDR-to-AE ratio is shifting and the certification curriculum needs to teach prompting as a core rep skill.

Mark Roberge himself updated this

In Sales Acceleration Formula 2.0 (a 2024 SaaStock talk + a forthcoming Stage 2 Capital book titled "The Science of Scaling"), Roberge himself frames the original book as "chapter 1 of a multi-stage scaling playbook" and explicitly calls out product-market fit measurement and go-to-market fit as the new front-end stages most early SAF readers skipped.

flowchart TD A[The Sales Acceleration Formula] --> B[Hiring Formula] A --> C[Training Formula] A --> D[Management Formula] A --> E[Demand-Gen Formula] A --> F[Tech Layer] B --> B1[Regression on first 20 hires] B --> B2[CCPSI rubric] B --> B3[Player-coach first hire] C --> C1[Buyer journey + sales process + qual matrix] C --> C2[Sell like a marketer] C --> C3[Certification before live leads] D --> D1[One skill per month] D --> D2[Leading metric per skill] D --> D3[Promote from within] E --> E1[Inbound content factory] E --> E2[Marketing-Sales SLA] E --> E3[SDR qualifies fit + interest] F --> F1[Deals per rep per month] F --> F2[4-week experiment loop]

7. How To Apply The Sales Acceleration Formula On Monday Morning

You do not need a full restructure to start. The book is modular — pick one formula, run it for 90 days, then add the next.

flowchart LR M[Monday] --> T1[Tue: Score next 5 hires on CCPSI rubric] T1 --> W[Wed: Pick ONE skill per rep this month] W --> Th[Thu: Draft Marketing-Sales SLA on a shared MQL number] Th --> F[Fri: Audit cert curriculum - kill ride-alongs] F --> N[Next Mon: Pick ONE tech experiment, 4-week scorecard] N --> R[Review at day 90 - keep what moved deals/rep/month]

The Monday-morning version of SAF is one rubric + one skill + one SLA + one experiment — not a 12-month transformation program.

FAQ

Is The Sales Acceleration Formula still relevant in 2027?

Yes — the operating system (regression-tested hiring, monthly skill coaching, Marketing-Sales SLA, cert-before-floor onboarding) is still the default playbook at top SaaS sales orgs. The demand-gen chapter is the most dated — inbound is now table stakes, and modern operators layer demand creation, PLG, and AI SDR motions on top.

Where does this conflict with The Challenger Sale or MEDDIC?

It doesn't, really. Challenger is a sales methodology (the rep behavior in front of the buyer), MEDDIC is a qualification matrix (the data captured per deal), and SAF is the org-design and management framework that wraps them. Most modern CROs run SAF as the operating model and slot MEDDIC or Challenger into Roberge's "qualifying matrix" and "sales process" boxes.

Should a founder-CRO read SAF or Predictable Revenue first?

SAF first if you have any inbound or product-led pull. Predictable Revenue (Aaron Ross) first if you are doing pure outbound to enterprise. The two books are complements, not substitutes — Roberge himself cites Ross as the inspiration for the SDR-AE split.

Does the hiring regression actually work at small companies?

Not until you have ~20 hires of historical data. Below 20, Roberge recommends starting with the CCPSI rubric as a default, running it for the first 18-24 months, then re-running the regression on your own data to find your company-specific traits. Stage 2 Capital portfolio companies report this is the single most common SAF adaptation in 2025-2027.

What does Mark Roberge himself say has changed since 2015?

In Sales Acceleration Formula 2.0 (2024 SaaStock talk), Roberge says the biggest change is that founders are running SAF too early — before achieving product-market fit and go-to-market fit. His Stage 2 Capital "Science of Scaling" methodology adds two pre-SAF stages focused on PMF measurement and GTM fit signals before the hiring formula kicks in.

Bottom Line

*The Sales Acceleration Formula* is the operating system manual for any SaaS sales org between $1M and $50M ARR trying to make the motion repeatable. The hiring regression, the one-skill-per-month coaching loop, and the Marketing-Sales SLA are still the defaults in 2027 — even at AI-native and PLG companies.

Pick it up when you are about to hire rep #5, or when you just got the VP Sales title and need a 90-day plan; pair it with Stage 2 Capital's "Science of Scaling" content for the pre-SAF stages Roberge himself now believes he under-covered in 2015.

Sources

Keep reading

### Direct Answer

**Mark Roberge's** *The Sales Acceleration Formula* (Wiley, 2015) is the **HubSpot CRO playbook** that took a SaaS company from **$0 to $100M ARR in seven years** by treating every part of sales — **hire, train, manage, demand-gen** — as an **engineering problem** with metrics, scorecards, and weekly experiments. It is required reading for **first-time VPs of Sales, founder-CROs, and RevOps leaders** building a repeatable motion in **2027**, and the **Sales Hiring Formula**, the **monthly skill coaching loop**, and the **inbound flip** still hold up, even if some specifics (inbound saturation, AI SDRs, PLG overlays) need 2027 patches.

## 1. The Sales Hiring Formula — Hire the Same Rep Every Time

The book's first and most-quoted section. **Roberge** rejects the legacy "hire the aggressive closer" archetype and replaces it with a **regression-tested scorecard**.

### The five traits that actually predicted HubSpot success
Roberge ran a regression against every HubSpot rep's resume and onboarding scores and found **five traits** with the strongest tie to quota attainment: **coachability, curiosity, prior success, intelligence, and work ethic**. The book labels this the **"CCPSI" rubric** (or simply the **HubSpot Hiring Formula**). Traits traditionally associated with sales — **aggression** and **objection handling** — actually correlated **negatively** with long-term success at HubSpot. Roberge insists the **specific** trait list is less important than the **method**: every CRO should run their own regression after the first ~20 hires.

### The interview scorecard and rubric
Each trait gets a **1-to-10 anchored rubric** and a **specific interview question**. **Coachability** is tested with a live roleplay followed by feedback; the candidate is then asked to **re-do** the roleplay and apply the feedback within the same call. Reps who refuse the feedback or only nod politely score 1-3 and get cut. Every interviewer scores independently in the ATS **before** the debrief — Roberge enforces this to prevent the loudest interviewer from anchoring the panel.

### The Ideal First Sales Hire
Chapter 4 is a favorite of **founder-CROs**. Roberge argues the first sales hire is **not** the senior VP — it's a **player-coach** who can carry a bag, document a process, and train hire #2-5. The book frames the first hire as **"the most expensive mistake you can make"** if you optimize for resume over **adaptability**.

## 2. The Sales Training Formula — Stop Shadowing, Start Certifying

Roberge demolishes the **"ride-along with a senior rep"** model and replaces it with a **predictable, repeatable, certification-based curriculum**.

### The three pillars: buyer journey, sales process, qualifying matrix
A well-designed methodology has **three artifacts**: the **buyer journey** (what the customer does), the **sales process** (what the rep does in response), and the **qualifying matrix** (the data the rep collects). At HubSpot the qualifying matrix was famously **BANT-extended** with **timing, authority, and consequence-of-inaction**, mapped to **fit + interest** scoring.

### "Sell like a marketer"
Roberge required every new rep to **start their own blog** during training, write **three posts a week** for 30 days, and use the analytics to learn what resonated with their target persona. The point was empathy — reps who had personally **published content** stopped pitching features and started **diagnosing problems**. In 2027, the modern version is **rep-led LinkedIn content** and **personal newsletters** — same principle, different distribution.

### Certification before the floor
New reps could not touch a live lead until they passed **certifications** in product, persona, and the qualifying matrix. Roberge enforced a **scored exam** at the end of each module — reps who failed retook the module, not "graduated with a warning."

## 3. The Sales Management Formula — Coach One Skill at a Time

Chapter 7 is the **single most-cited chapter** of the book and the one **VPs of Sales** reference most in 2027.

### The monthly skill plan
Instead of a 15-skill laundry list, every rep and manager picks **ONE skill per month** to improve. The manager and rep co-author a **one-page development plan** with: the skill name, why it matters, a **leading metric** that proves improvement, and a **tactic** the rep will run that month. Skills cycle — a rep might do **discovery questioning** in January, **multi-threading** in February, **closing technique** in March.

### Metrics-driven, not gut-driven
The plan is anchored to a **leading metric** in the funnel — not the rep's quota number. Example: if the skill is **discovery**, the metric is **"% of deals with documented pain in 14 days"**, not "January bookings". This lets the manager run a **blameless retro** at month-end against a number both parties agreed on up front.

### Compensation as a teaching tool
Chapter 8 covers comp plans and contests. Roberge ran **three distinct comp plans** at HubSpot — the **Customer Success Plan**, the **Hunter Plan**, and the **Customer Acquisition Plan** — each engineered to **change behavior**, not just pay for outcomes. The book introduces the idea of running **two-week sales contests** as **A/B tests** on rep motivation — a contest is a **hypothesis** that a specific incentive will change a specific behavior. If the contest fails, you learned something cheap.

### Promote from within
Chapter 9 makes the case that **HubSpot promoted ~90% of its sales managers internally**. The trade-off is honest: internal promotes start slower than external hires but **stick longer**, **scale culture**, and **already know the qualifying matrix**.

## 4. The Demand Generation Formula — Flip Outbound to Inbound

The most **dated** but still **directionally right** section.

### Get buyers to find you
Roberge frames the **inbound flip** as the single biggest leverage point in modern SaaS: buyers research **before** they talk to a rep, so the rep's job is to **show up where the buyer is researching**. At HubSpot this meant **a content factory** — daily blog posts, free tools, gated ebooks — that produced more **MQLs** than the SDR team could handle.

### Sales and marketing alignment via SLA
HubSpot wrote a **Service Level Agreement** between marketing and sales: marketing committed to a **monthly MQL count** at a **defined lead score**, and sales committed to **work each lead within X hours** with a **documented outcome**. Both teams' bonuses were tied to **the same number**. This is the **single tactic** most often cited by **modern RevOps leaders** (e.g. **Crissy Saunders at CS2**, **Camela Thompson**, **Jeff Ignacio**) as the one that survived the inbound saturation of the 2020s.

### Converting inbound into revenue
Chapter 11 covers **lead routing, SDR-to-AE handoff, and the discovery call structure**. The SDR's job is to **qualify, not pitch** — a 15-minute call that scores **fit + interest** and either books the AE or recycles the lead. The SDR comp plan rewards **qualified opportunities accepted by AEs**, not raw meetings booked, to prevent **sandbagging**.

## 5. The Technology Layer — Sales Tech as a Productivity Multiplier

The penultimate chapter is the most quietly important. Roberge insists every sales motion has a **single underlying number**: **deals per rep per month**. Every piece of tech — CRM, dialer, sequencer, conversation intelligence — should be evaluated against whether it **moves that number** within 90 days.

### The "experiment, measure, scale" loop
Tech rollouts at HubSpot followed a **four-week experiment** on one team, a **scorecard review**, then either **kill or roll out**. No tool was bought based on a vendor demo alone. In 2027 this is the most **AI-relevant** chapter — **clari, gong, outreach, salesloft, common room, clay** all need the same gate.

## 6. What Holds Up in 2027 vs What's Dated

### Still gold in 2027
- **Hire-by-regression** — even more relevant with AI-assisted resume screening.
- **One-skill-per-month coaching** — the underlying loop survived **MEDDIC**, **Command of the Message**, and **JOLT**.
- **Marketing-Sales SLA on a shared number** — the foundation of every modern **RevOps charter**.
- **Cert-before-the-floor onboarding** — now standard at companies like **Datadog, Snowflake, Gong**.

### Needs a 2027 patch
- **Inbound saturation** — the "blog your way to $100M" tactic is **table stakes**, not a moat. Modern operators (**Chris Walker**, **Refine Labs**) argue for **demand creation** via **podcasts, dark social, and creator partnerships** in addition to gated content.
- **PLG overlay** — Roberge's book pre-dates the **product-led growth** wave. Modern CROs at companies like **Figma, Notion, Linear** layer a **PQL motion** (product-qualified lead) on top of the SAF.
- **AI SDRs and rep enablement** — the 2025-2027 wave of **AI sequencing, AI roleplays, AI deal review** (tools like **Regie, Hyperbound, Gong's Athena**) means the SDR-to-AE ratio is **shifting** and the **certification curriculum** needs to teach **prompting** as a core rep skill.

### Mark Roberge himself updated this
In **Sales Acceleration Formula 2.0** (a 2024 SaaStock talk + a forthcoming **Stage 2 Capital** book titled **"The Science of Scaling"**), Roberge himself frames the original book as **"chapter 1 of a multi-stage scaling playbook"** and explicitly calls out **product-market fit measurement** and **go-to-market fit** as the new front-end stages most early SAF readers skipped.

```mermaid
flowchart TD
    A[The Sales Acceleration Formula] --> B[Hiring Formula]
    A --> C[Training Formula]
    A --> D[Management Formula]
    A --> E[Demand-Gen Formula]
    A --> F[Tech Layer]
    B --> B1[Regression on first 20 hires]
    B --> B2[CCPSI rubric]
    B --> B3[Player-coach first hire]
    C --> C1[Buyer journey + sales process + qual matrix]
    C --> C2[Sell like a marketer]
    C --> C3[Certification before live leads]
    D --> D1[One skill per month]
    D --> D2[Leading metric per skill]
    D --> D3[Promote from within]
    E --> E1[Inbound content factory]
    E --> E2[Marketing-Sales SLA]
    E --> E3[SDR qualifies fit + interest]
    F --> F1[Deals per rep per month]
    F --> F2[4-week experiment loop]
```

## 7. How To Apply The Sales Acceleration Formula On Monday Morning

You do not need a full restructure to start. The book is **modular** — pick one formula, run it for 90 days, then add the next.

```mermaid
flowchart LR
    M[Monday] --> T1[Tue: Score next 5 hires on CCPSI rubric]
    T1 --> W[Wed: Pick ONE skill per rep this month]
    W --> Th[Thu: Draft Marketing-Sales SLA on a shared MQL number]
    Th --> F[Fri: Audit cert curriculum - kill ride-alongs]
    F --> N[Next Mon: Pick ONE tech experiment, 4-week scorecard]
    N --> R[Review at day 90 - keep what moved deals/rep/month]
```

The Monday-morning version of SAF is **one rubric + one skill + one SLA + one experiment** — not a 12-month transformation program.

## FAQ

### Is *The Sales Acceleration Formula* still relevant in 2027?
Yes — the **operating system** (regression-tested hiring, monthly skill coaching, Marketing-Sales SLA, cert-before-floor onboarding) is still the **default playbook** at top SaaS sales orgs. The **demand-gen chapter** is the most dated — inbound is now table stakes, and modern operators layer **demand creation**, **PLG**, and **AI SDR motions** on top.

### Where does this conflict with *The Challenger Sale* or **MEDDIC**?
It doesn't, really. **Challenger** is a **sales methodology** (the rep behavior in front of the buyer), **MEDDIC** is a **qualification matrix** (the data captured per deal), and **SAF** is the **org-design and management framework** that wraps them. Most modern CROs run **SAF as the operating model** and slot **MEDDIC** or **Challenger** into Roberge's **"qualifying matrix"** and **"sales process"** boxes.

### Should a founder-CRO read SAF or *Predictable Revenue* first?
**SAF first** if you have any inbound or product-led pull. **Predictable Revenue** (Aaron Ross) first if you are doing pure outbound to enterprise. The two books are **complements**, not substitutes — Roberge himself cites Ross as the inspiration for the **SDR-AE split**.

### Does the hiring regression actually work at small companies?
Not until you have **~20 hires** of historical data. Below 20, Roberge recommends starting with the **CCPSI rubric** as a **default**, running it for the first **18-24 months**, then **re-running** the regression on your own data to find your **company-specific** traits. Stage 2 Capital portfolio companies report this is the **single most common** SAF adaptation in 2025-2027.

### What does Mark Roberge himself say has changed since 2015?
In **Sales Acceleration Formula 2.0** (2024 SaaStock talk), Roberge says the **biggest change** is that founders are running SAF **too early** — before achieving **product-market fit** and **go-to-market fit**. His **Stage 2 Capital** "Science of Scaling" methodology adds **two pre-SAF stages** focused on **PMF measurement** and **GTM fit signals** before the hiring formula kicks in.

## Bottom Line

*The Sales Acceleration Formula* is the **operating system manual** for any SaaS sales org between **$1M and $50M ARR** trying to make the motion **repeatable**. The **hiring regression**, the **one-skill-per-month coaching loop**, and the **Marketing-Sales SLA** are still the **defaults** in 2027 — even at AI-native and PLG companies. Pick it up when you are about to hire **rep #5**, or when you just got the **VP Sales title** and need a 90-day plan; pair it with **Stage 2 Capital's "Science of Scaling"** content for the **pre-SAF** stages Roberge himself now believes he under-covered in 2015.

## Sources

- [Wiley publisher page — *The Sales Acceleration Formula* (ISBN 9781119047070)](https://www.wiley.com/en-us/The+Sales+Acceleration+Formula:+Using+Data,+Technology,+and+Inbound+Selling+to+go+from+$0+to+$100+Million-p-9781119047070)
- [Amazon — The Sales Acceleration Formula by Mark Roberge](https://www.amazon.com/Sales-Acceleration-Formula-Technology-Inbound/dp/1119047072)
- [O'Reilly — full book TOC and chapter-by-chapter view](https://www.oreilly.com/library/view/the-sales-acceleration/9781119047070/)
- [Stage 2 Capital — Mark Roberge's "The Science of Scaling" follow-up](https://www.stage2.capital/science-of-scaling-book)
- [SaaStock — Sales Acceleration Formula 2.0 with Mark Roberge (2024)](https://www.saastock.com/blog/sales-acceleration-formula-2-0-with-mark-roberge/)
- [Nat Eliason — detailed reader notes and review](https://www.nateliason.com/notes/the-sales-acceleration-formula-by-mark-roberge)
- [Nicolas Deville — operator notes on the book](https://notes.nicolasdeville.com/books/the-sales-acceleration-formula/)
- [SellingSherpa — chapter-by-chapter summary](https://sellingsherpa.com/index.php/2019/07/05/the-sales-acceleration-formula-book-summary/)
- [Chili Piper — Sales Acceleration Formula: Summary, Takeaways, and Tactics](https://www.chilipiper.com/article/sales-acceleration-formula)
- [Bowery Capital — Sunday B2B Book Review by an active investor](https://bowerycap.com/blog/insights/book-review-of-the-sales-acceleration-formula)
- [Mark Roberge — LinkedIn profile (Stage 2 Capital, HBS)](https://www.linkedin.com/in/markroberge/)

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