In the dynamic world of e-commerce and retail, few voices carry as much weight as Zainab Hussain. As a seasoned strategist with deep expertise in customer engagement and operations management, Zainab has spent years helping businesses strike the perfect balance between technology and human connection. Today, we dive into her insights on what tech companies are getting wrong with their data-driven sales teams, exploring how they can learn from traditional industries, the importance of coaching and motivation, and why progress in sales isn’t always about speed.
How do you see tech companies currently leveraging data and tools within their sales teams?
Right now, tech companies are heavily invested in data and automation. They’re using performance tracking tools, CRM systems, and dashboards to monitor every move their sales teams make. The focus is often on speed and efficiency—getting more calls done, closing deals faster. But I’ve noticed that many of these tools are misused or overemphasized. For instance, there’s an obsession with metrics like call volume or conversion rates without looking at the quality of those interactions. It can turn salespeople into robots chasing numbers instead of building relationships.
What lessons do you think tech companies can take from traditional industries like insurance or real estate when it comes to sales?
Traditional industries have mastered the art of human connection, and that’s something tech companies desperately need to learn. In fields like insurance or real estate, sales are built on trust and long-term relationships. They understand that a client isn’t just a transaction—they’re someone who might come back years later or refer others. Tech companies can adopt this mindset by prioritizing personal engagement over quick wins. For example, instead of pushing for a hard sell through automated emails, a tech sales rep could take time to understand a client’s unique challenges and offer tailored solutions, much like a real estate agent would.
Why do you believe trust and long-term relationships still matter in tech sales, where everything moves so fast?
Trust is the foundation of any sale, no matter the industry. Even in tech, where things move at lightning speed, clients want to feel they’re working with someone who gets them and isn’t just after a quick buck. Long-term relationships create loyalty, which is invaluable. A client who trusts you will stick around through product updates or market shifts, and they’ll advocate for your brand. Without that trust, you’re constantly chasing new leads instead of nurturing a stable base, which is exhausting and costly.
How do you feel technology should play a role in sales—supporting people rather than replacing them?
Technology should absolutely be a support system, not a substitute for human interaction. I’ve seen cases where tools like automated messaging or AI-driven lead scoring take over tasks that require a personal touch, like understanding a client’s hesitations or building rapport. When that happens, sales become transactional and cold. Tech should handle the repetitive stuff—data entry, scheduling, basic follow-ups—so salespeople can focus on the human side. Managers need to ensure tools are enhancing their team’s skills, not dictating their every move, by regularly asking for feedback on what’s working and what’s not.
What’s the value of coaching in a tech sales environment, especially when data and tools are so dominant?
Coaching is critical, especially in tech sales where the pressure to hit numbers can overshadow personal growth. It builds confidence and helps salespeople navigate complex tools and fast-paced environments. I’ve seen one-on-one coaching work wonders—where managers sit down with reps to review calls, discuss client feedback, and brainstorm strategies. It’s not just about fixing mistakes; it’s about reinforcing strengths. When done right, coaching turns data into actionable insights, guiding reps on how to improve rather than just pointing out where they’re falling short.
How can tech companies personalize motivation for their sales teams, given that everyone is driven by different things?
Motivation is deeply personal, and tech companies often miss that by applying one-size-fits-all approaches like leaderboards or uniform bonuses. Some salespeople thrive on public recognition, while others are motivated by hitting personal milestones or having autonomy. Managers need to get to know their team on an individual level—have conversations about what excites them or what they’re aiming for. For instance, offering flexible goals or tailored incentives, like extra time off for one person and a public shout-out for another, can keep everyone engaged and pushing forward.
Do you think tech companies focus too much on top performers at the expense of the middle tier of their sales teams?
Absolutely, and it’s a huge missed opportunity. Top performers get all the attention—bonuses, awards, you name it—but the middle tier is where the real potential lies. They make up the bulk of most teams and drive consistent results. If you can lift their performance even by a small percentage through targeted training or support, the overall impact on revenue is massive. It’s about creating a rising tide that lifts all boats, rather than just polishing the shiny ones at the top. Simple things like skill-building workshops or pairing them with mentors can make a big difference.
Why isn’t progress in sales always about speed, and how can tech companies embrace a slower, more thoughtful approach?
Speed often gets mistaken for progress in tech, but real growth in sales comes from building sustainable systems and relationships, which take time. A quick close might look good on a quarterly report, but if the client feels rushed or undervalued, they won’t come back. Tech companies need to slow down and focus on quality—train their teams to listen, adapt, and follow up meaningfully. It’s about crafting tools and processes that prioritize long-term success over short-term gains, much like traditional industries do with their longer sales cycles. Patience pays off with loyalty and bigger returns down the line.
What’s your forecast for the future of tech sales teams as they balance technology and human connection?
I believe tech sales teams will increasingly recognize that technology alone isn’t the answer. Over the next few years, we’ll see a shift toward hybrid models where tools are used to enhance, not dominate, human interaction. Companies that invest in training their people to use tech as a support system—while keeping trust and relationships at the core—will stand out. Those who continue to push for automation over connection risk losing their edge as clients demand more personalized experiences. It’s going to be about finding that sweet spot, and the ones who do will lead the pack.
