The executive suite has expanded 160% since 1990, and priorities have shifted dramatically. Melbourne’s Hazel Stewart reveals why traditional sales strategies no longer work with today’s C-suite.
What’s happening: Executive teams have grown substantially, with non-CEO leadership teams expanding by 160% between 1990 and 2023. This expansion brings increased specialisation and complexity. According to Hazel Stewart, Managing Director of Innovate Learn, C-suite leaders now prioritise customer satisfaction and retention alongside traditional metrics, whilst digital transformation has climbed to the top of strategic priorities.
Why it matters: Between 40% and 60% of B2B deals end with no decision, often due to misalignment with C-suite stakeholders who may not use the product but influence purchasing decisions. Sales professionals who continue using traditional approaches risk losing ground to competitors who understand how to engage executives as strategic partners rather than potential buyers.
The modern C-suite looks vastly different from a generation ago. Between 1990 and 2023, the average non-CEO leadership team expanded by 160%, with roles becoming increasingly specialised to meet the demands of fast-changing business environments.
“The C-suite team has expanded, with more roles or titles being added to ensure companies can both meet the demands of a fast-changing business environment and weather its storms, including economic uncertainty, rising business costs and evolving supply chains,” says Stewart.
This growth isn’t simply about adding headcount. The scope of responsibility for C-suite executives is also expanding, reflecting the increasing complexity of modern business operations.
Where deals go to die
The implications for sales professionals are stark. Research spanning more than 2.5 million recorded sales conversations reveals that anywhere between 40% and 60% of deals end up lost to customers who express their intent to purchase but ultimately fail to act.
Stewart points to a critical disconnect. “More than 40% of sales deals fail due to a disconnect with C-suite stakeholders, many of whom may not be the end users of the product or service but nevertheless hold sway in purchasing decisions,” she explains.
The priorities driving these decisions have also shifted. According to the 2025 C-Suite Survey from the Thomson Reuters Institute, C-suite leaders increasingly focus on customer satisfaction and retention, not just the business bottom line. Meanwhile, sustainability and DEI commitments have slipped down the priority list, with digital transformation, workforce upskilling and improving customer experience climbing to the top.
Not a pitch, a partnership
Stewart is unequivocal about the mindset shift required. “Meeting with a C-suite executive is not a sales call. It’s a future-focused business conversation,” she says.
To succeed in this environment, sales teams must understand both the composition of the executive team and develop communication skills suited to fostering relationships at this level. Stewart emphasises that careful planning, preparation and research are critical.
The gap between traditional and strategic approaches is significant. Whilst standard enterprise sales often focus on transactional relationships with department heads, C-suite engagement centres on building strategic, long-term relationships with top executives that align with their broader business objectives.
“To effectively engage with C-suite executives, it’s never been more important for sales professionals to understand these shifts and move beyond traditional sales strategies,” Stewart notes.
Three actions that work
Stewart outlines three essential strategies for sales professionals approaching C-suite prospects:
Rigorous research: This involves multiple layers of investigation. Sales professionals should research the company to understand organisational hierarchy, culture, priorities and business goals, as well as the typical sales engagement process. Beyond the company itself, understanding the industry sector helps identify challenges facing the organisation, business cycles and the broader business environment. Finally, researching individual executive leadership team members reveals their distinct goals, vision and priorities.
Speak their language: Everyone has their own preferred communication style. “Learning how to identify the style of your C-suite prospect and being able to adapt your own style in response gives you an advantage,” Stewart explains. This versatility not only builds rapport with prospects, making salespeople more influential, but also increases clarity and reduces friction.
Prepare your presentation: Any proposals submitted or presented at C-suite level must demonstrate accurate insights into the organisation’s business, including challenges, goals, culture and values. Stewart advises sales professionals to position themselves as credible partners or advisers by including research and case studies that executives can relate to.
“Highlight how you plan to add value, helping them achieve their objectives, be it customer retention, digital transformation or increased revenue,” she says. “Explain how this will enhance their financial position, deliver ROI and help them mitigate risks.”
The ultimate objective extends beyond individual transactions. “Understanding how to prepare and then effectively engage in a two-way conversation with a C-suite executive requires a refined approach,” Stewart concludes. “Salespeople need to develop a deep understanding of all of the intricacies that present when engaging at this level to ensure outcomes are mutually beneficial to both your client and your own organisation.”
For businesses seeking to improve their customer engagement strategies or understand how to navigate changing business landscapes, Stewart’s insights offer a roadmap for transforming sales approaches in an era where executive influence has never been more complex or consequential.
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