Growth that compounds, not just accumulates.

Focusing on the decisions that make B2B growth compound: where to play, how to price, how to run the revenue system, and what survives a cross-border deal.

Sinan Isoglu
Research
Fieldwork open at EM Normandie
Teaching
Lecturer at IU International University
Journal
200+ essays in English and German
Exhibits
650+ figures, each one downloadable

Thesis

Addition has a ceiling. Leverage doesn’t.

Most growth levers eventually flatten. More spend, headcount or activity can move a quarter without improving the next one.

Leverage is different: it makes the next decision easier as well as the current one. Better pricing sharpens positioning. A clearer go-to-market motion can improve retention. AI can turn revenue operations into capacity rather than overhead.

The question is where leverage sits, and whether it survives the quarter that created it. That question connects the work, the research and the teaching here.

Evidence

The latest exhibit

From the essay

What drives salesperson performance?

A meta-analysis of 268 studies marked four of 18 driver categories as significant correlates of salesperson performance. A ranking, not a proven cause.

18 Oct 2026

Read the essay →

Figure 1Average correlation of 18 driver categories with performance

Dot chart from Verbeke, Dietz and Verwaal 2011, Table 2: the reliability-adjusted, sample-weighted mean correlation of 18 driver categories with salesperson performance, sorted from highest to lowest. Selling-related knowledge 0.28, degree of adaptiveness 0.27, interpersonal skills 0.24, cognitive aptitude 0.23, work engagement 0.23, goal orientation 0.21, personal concerns 0.20, cognitive choice 0.20, supervisory leadership 0.17, internal environment 0.16, identity 0.13, biographical variables 0.12, external environment 0.12, role overload 0.07, dispositional traits 0.06, burnout minus 0.12, role conflict minus 0.15, role ambiguity minus 0.25. Selling-related knowledge, degree of adaptiveness, cognitive aptitude and role ambiguity are marked significant.-0.40-0.200.000.200.40Selling-related knowledge*0.28Degree of adaptiveness*0.27Interpersonal skills0.24Cognitive aptitude*0.23Work engagement0.23Goal orientation0.21Personal concerns0.20Cognitive choice0.20Supervisory leadership0.17Internal environment0.16Identity0.13Biographical variables0.12External environment0.12Role overload0.07Dispositional traits0.06Burnout-0.12Role conflict-0.15Role ambiguity*-0.25

Swipe sideways to see the whole chart.

Verbeke et al. (2011), p. 415, Table 2, reliability-adjusted sample-weighted average r: 268 studies from 1982 to 2008, 2,043 raw effects; an asterisk marks the four that Table 2 marks significant at p < .05. It is not an experimental effect, not adjusted for the other drivers and not a share of variance.

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