SalesTechStar Interview with Ann-Christel Graham, Chief Revenue Officer at Sovos

Ann-Christel Graham, Chief Revenue Officer at Sovos shares a few tips on what modern GTM teams and CROs should prioritize in a complex selling market in this SalesTechStar interview:

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Can you walk us through your sales and revenue journey in SaaS?

Early in my career, I worked at Concur during its transition from traditional software to a SaaS model. We were early adopters, making the shift in the early 2000s when the concept of SaaS was still new. There was no playbook at the time, so we learned through trial and error across every internal function. As a sales team, we weren’t just selling a product; we were educating customers on the SaaS model itself and helping them navigate unfamiliar evaluation, procurement, and support processes.

The shift redefined the role of IT, reshaped contract structures, and introduced new expectations post-sale. That experience shaped my approach to selling and revenue leadership. Since then, I’ve been drawn to transformational opportunities that require both sales expertise and entrepreneurial thinking.

What are you most looking forward to in your new role as CRO at Sovos?

Sovos is undergoing an exciting transformation with the launch of the Sovos Compliance Cloud. This creates an opportunity to apply lessons from companies that have moved from offering individual point solutions to unified platforms. What makes this especially compelling is the chance to help redefine how tax and compliance technology can serve modern businesses. The space is ready for disruption, and Sovos is in a strong position to lead that change.

In your view, what challenges are today’s SaaS CROs facing?

CROs today are navigating a rapidly changing landscape. Economic pressures are affecting customer behavior and expectations, and strategies that worked in the past now require frequent adjustments. The focus has shifted from growth at all costs to efficient, sustainable growth. Although many new tools promise gains in productivity through AI and automation, CROs often lack access to foundational data and insights needed to run the business effectively. The rise of product-led growth is also transforming how buyers engage, requiring CROs to rethink their role in the customer journey. These shifts combine to create a tough environment for CROs who are expected to deliver predictable, scalable results.

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What revtech or salestech tools have you leaned on to help meet growth goals?

I have long been an advocate for Salesforce, especially when it is implemented with a clear vision. Tools like Gong and HubSpot have also been instrumental. They help surface insights into buyer behavior, refine messaging, and support collaboration across teams. At Sovos, we are evaluating and testing new tools that can support productivity and align with our long-term growth strategy.

You’ve led GTM efforts — what best practices would you recommend for SaaS sales and marketing teams navigating today’s business landscape?

Alignment between sales and marketing is more critical than ever. With budgets under pressure and performance expectations rising, the teams need to be on the same page from the very beginning. One of the most important lessons I’ve learned is to drive alignment during the planning process. This keeps strategy intact even as external pressures shift priorities.

Another best practice is aligning around business outcomes rather than individual activity metrics. Activity measures personal output, but outcomes reflect what truly matters to the business and the customer. In many SaaS categories, differentiation through features has become harder. The companies that win are the ones that show customers they understand their needs and can deliver real value. When sales and marketing operate with shared goals and a focus on the customer, GTM becomes a competitive advantage.

Before we wrap up, what are five key tips you’d offer to fellow SaaS CROs?

• Evolve from a sales leader into a true cross-functional partner. Build regular, intentional strategy sessions with peers across the business.
• Align resources around the customer journey and develop a single, integrated view of the buyer.
• Break down silos between sales and marketing to create one unified team.
• Build a fully integrated RevOps function that supports the full lifecycle, not just reporting and pipeline.
• Create a culture of continuous learning and improvement to stay flexible in a dynamic environment.

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