Growth roles are evolving from "leading a team" to "serving the org." At a mature company valued at $2 billion, $100M+ ARR, with Enterprise Sales, and Finance teams, the playbook evolves from growing signups to operationalizing revenue efficiency. Growth becomes an acceleration function, a center of excellence that other departments tap into to hit their goals faster.

In practice, this bridge functions is more like a Product-Led Sales-Assist Support team. A growth team that services Sales, Product, Marketing, and Finance. Running funnel experimentation, setting attribution, and testing pricing strategy inside an existing "machinery" of the company.

To run this "Growth as a Service" operating system, three pillars create the Product-Led Sales-Assist Leadership Framework:

Sales and Product teams often operate with different incentives regarding deal attribution. Not having single alignment on deals leads to political friction and downstream impacts on customer experience.

The fix is focusing on Revenue Efficiency. Position the Product-Led Sales-Assist Leadership as a support tier designed to accelerate Enterprise Sales performance.

Instead of fighting over "Who sourced this?", measure "How much did we help?" (Assistance)

Create a Lift Dashboard that compares the impact of product-assisted deals compared to unassisted ones:

This table shifts the conversation from "Who gets credit?" to "How much time did we save you?"

This proves that the Growth team isn't trying to steal the Sales team's commission, it’s trying to help them hit their quota in fewer hours.

On top of having a "Marketing Sourced Pipeline", consider reporting on "Assisted Revenue Velocity" that aligns sales compensations and organization incentives. During Monthly Business Reviews (MBR), align sales, marketing, and product leadership to read "Velocity" as a shared narrative of success. 

Sales leaders should be asking: "Does PLG help reps close faster? Does adding a rep boost odds without friction, or would customers close anyway?" The ultimate goal is capturing revenue in a faster and easier way.

Read more about Product-Led Sales and Sales-Assist routing:

Companies often prioritize "Operational Savings", leading to cuts in processes that might negatively impact Activation and Net Dollar Retention (NDR).

The fix is showing that Leading Indicators (like Activation) whether or not are worth the operational cost using Holdout Tests (an A/B test that focus on intervention vs. nothing) before making cuts.

Monthly Business Reviews (MBRs) should function as "Decision Meetings."  Every growth review should answer these specific questions:

Running this MBR cadence review create a tighter feedback loop from data to decision. 

Real Example: What Happens When You Skip Onboarding Calls?

At a prior company, leadership pushed for a short-term win: skipping onboarding calls. The logic was simple: "Calls are expensive work; let's automate everything to save money."

Instead of debating opinions, we ran a Holdout Test:

From the results, we saw:

The "No Call" cohort activated 40% less and ghosted our outreach emails. 
The "OpEx Savings" were an illusion that destroyed the pipeline.

We proved that Activation is the leading indicator for Upsell. Continue the onboarding process aligned with the PLG vision. We built a sustainable playbook targeting only high-confidence leads, while balance operational cost with potential revenue upside.

Read more about product-led onboarding calls and how it lifts activation.

Companies often rely on "All-in-One" pricing bundles. While the idea is to simplify choice, high "sticker shock" price tags actually become a friction customers seeking Ala carte solution.

The Product-Led Sales-Assist Support team should run pricing tests, rewriting the offer first with "Wizard of Oz" experiments before spending engineering resources.

A "Wizard of Oz" test means you manually simulate the new pricing model before building the billing infrastructure. The Sales-Assist team can offer a "secret menu" to close deals with experimental packages, then formalize what works.

Real Example: How to Unbundle SaaS Pricing?

At a prior company, our $10k "All-in-One" package wasn't converting self-serve users. Users felt they were paying for 20 features when they only wanted one. We had a packaging problem.

Instead of wasting months re-engineering billing logic, I ran an Unbundling Experiment:

As a result, we replaced zero $10k deals with three $5k deals. We hit our Product-Led Sales quota ($80k ARR) and increased ACV by 2.5x over time because we sped up sales momentum. We didn't code a new billing system until after the revenue was secured.

Learn more about bundling and unbundling packages:

In a mature B2B organization, "Growth" is not about a hack. It is about Structure.

The Product-Led Sales-Assist Framework is more than just a staffing model; it is a bridge that connects Sales, Product, Finance, and Marketing into a single Revenue Operating System.

It’s three strategic shifts:

Many companies lose their agility by drowning in dashboards and bureaucracy. By implementing Product led sales assist leadership framework, we operationalize growth-as-a-service, ensuring that every experiment, every hire, and every line of code serves the growth North Star, Revenue Efficiency.

Read more:

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I am Gary Yau Chan. 3x Head of Growth. 2x Founder. Product Led Growth specialist. 26x hackathon winner. I write about #PLG and #BuildInPublic. Please follow me on LinkedIn, or read about what you can hire me for on my Notion page.