Driving Sales in Product-Led Tech Companies: Lessons from the Frontlines Publication

Tosin Clegg
In today’s rapidly evolving technology landscape, the rise of product-led growth (PLG) has transformed how companies operate and scale. The premise of PLG is straightforward: let the product do the talking. Companies like Slack, Figma, and Airtable have shown how a product-first approach can drive user acquisition, retention, and expansion without traditional sales tactics.

However, as revolutionary as PLG is, one truth remains: sales still matters. Behind every groundbreaking product is a team of sales professionals bridging the gap between technology and the customer’s real-world needs.
I’ve spent over a decade at the intersection of sales, business development, and technology; working with global giants like Oracle and Microsoft, and advising startups like Famasi Africa. My journey has taught me that driving sales in a product-led company requires more than just technical expertise. It demands collaboration, customer-centricity, and the ability to adapt to an ever-changing market.

Here are the lessons Wole Odeleye have learned from the frontlines of PLG.

In a PLG company, sales and product teams often operate with different priorities. Product focuses on building and refining features, while sales is tasked with hitting revenue targets. Yet the most successful organizations are those where these teams work hand in hand.

During my time at Oracle, I saw this synergy in action. One of our key clients, Zenith Bank, was struggling with inefficiencies in its transaction systems, leading to high operational costs. Our sales team identified this pain point during initial conversations and relayed the feedback to the product team. Together, we tailored Oracle Cloud Infrastructure to address these challenges.
The impact was transformative: a 15% reduction in operational costs, improved transaction reliability, and a scalable solution that supported millions of daily transactions.

This experience reinforced an important lesson: when sales and product align, the result isn’t just a successful deal; it’s a solution that creates long-term value for the client.

Takeaway: Establish regular feedback loops between sales and product teams. Collaborative planning sessions, shared KPIs, and ongoing dialogue can bridge the gap and drive innovation.

In a product-led company, closing the deal is only half the battle. The true measure of success lies in how well customers adopt and benefit from the product.

At Microsoft, I worked closely with a large telecommunications company transitioning to Azure for its data analytics needs. While securing the contract was an important milestone, the real work began after the ink dried. My team partnered with the client’s IT department to ensure a seamless migration, offering personalized training sessions and on-site support.

The result? Not only did the client successfully adopt Azure, but they also expanded its use across multiple business units. This expansion was driven by the trust and value we built post-sale; a clear reminder that happy customers are your best advocates.

Takeaway: Sales teams must remain engaged after the sale, ensuring customers achieve their desired outcomes. Post-sale success isn’t just a retention strategy; it’s a growth strategy.

In a PLG environment, data isn’t just a tool; it’s a strategic advantage. From understanding user behavior to refining your sales approach, data provides the insights needed to stay ahead of the curve.

At Famasi Africa, where I serve as an advisor, we’ve used data to identify patterns in how customers interact with our medication subscription services. For instance, we noticed that urban customers were more likely to sign up for automatic refills but were hesitant to engage with family health plans. Armed with this insight, the team developed targeted marketing campaigns that highlighted the convenience of group plans for urban families.
The result? A 25% increase in family plan sign-ups within three months, along with higher retention rates among urban customers.

This experience reinforced the importance of data-driven decision-making; not just for product teams but for sales teams as well.

Takeaway: Equip your sales team with data-driven tools. Insights into customer behavior, usage patterns, and engagement can help refine your strategy and focus on high-value opportunities.
While automation and self-service tools are hallmarks of PLG, enterprise clients still value human connection. In fact, relationships often play a critical role in closing deals and building loyalty.
At Oracle, I worked with First Bank Group, where we introduced advanced database solutions to modernize their customer data management. While the technology itself was compelling, what truly sealed the deal was our ability to demonstrate how it aligned with their long-term goals. We spent months engaging with their leadership team, addressing concerns, and tailoring the solution to their unique needs.

This level of personalization not only won us the contract but also established Oracle as a trusted partner for the bank’s future projects.

Takeaway: Automation is powerful, but it’s not a substitute for human connection. For high-value clients, the personal touch can make all the difference.

One of the biggest challenges in a PLG company is balancing the need for scalability with the need for personalization. Automation allows you to serve more customers efficiently, but for enterprise clients, a one-size-fits-all approach won’t suffice.
At Microsoft, we used automation for routine tasks like onboarding emails and usage tracking while reserving personalized engagement for key accounts. This approach allowed us to scale our operations without compromising on the customer experience.

Takeaway: Striking the right balance between automation and personalization is critical to scaling effectively in a PLG model.

The Future of Sales in Product-Led Growth
As PLG continues to gain traction, the role of sales will evolve. Sales professionals will need to become strategic advisors, leveraging data and insights to guide customers through their journey. They will also need to embrace technology, using AI, automation, and CRM tools to enhance their effectiveness.

But no matter how advanced the tools become, one thing will remain constant: the importance of relationships. At its core, sales is about people; understanding their needs, solving their problems, and building trust that lasts.

For me, the most rewarding part of this journey has been seeing the impact of our work; not just on revenue but on the businesses and communities we serve. Whether it’s helping a bank reduce costs, advising a startup like Famasi Africa, or mentoring the next generation of sales leaders, the goal is always the same: to create value that endures.
I’m grateful for the opportunity to share these insights and look forward to seeing how the PLG model continues to shape the future of our industry.