How to lead a customer-centric go-to-market transformation

Shownotes

In this episode of OnBase, host Chris Moody welcomes Preet Sibia to discuss the evolution of go-to-market strategies—from a transactional, product-first approach to a deeply customer-centric model. Preet shares candid insights from his decades of experience in semiconductors and reveals the operational, cultural, and structural shifts required to make customer orientation a reality.

From building clear sales processes and empowering account managers to mastering alignment across teams and driving change management, Preet offers a detailed blueprint for organizations ready to elevate their customer relationships. He also emphasizes how investing in the right talent and metrics creates sustained impact across retention and growth.

Best Moments

• 01:00
  Preet’s early journey in semiconductors and his unexpected start on a tech support hotline.
• 03:45
  Why customer-centric go-to-market isn’t optional for future growth.
• 07:00
  How customer relationships shift when you focus on strategic problems over transactions.
• 10:00
  Operational changes that empower sales teams and streamline customer interaction.
• 16:00
  Managing change: from selecting champions to navigating resistance.
• 21:15
  Metrics that reflect progress in customer-centric strategy.

Key Takeaways

• From Transaction to Transformation
  Sticking to a product-oriented model may yield short-term success, but long-term growth demands a strategic shift to understanding and solving customer pain points. Customer-centricity transforms vendors into co-investors in client success.
• Simplify the Customer Interface
  Multiple siloed product teams can overwhelm customers. Empowering a single account owner (the “quarterback”) to guide the engagement improves clarity, builds trust, and deepens relationships.
• Operational Shifts are Non-Negotiable
  Successful transformations require a standardized sales process, clear role definitions, and well-trained application engineers and marketers who focus on customer needs, not just product features.
• Retention > Acquisition
  By understanding strategic roadmaps and elevating customer conversations beyond transactional buying, businesses can position themselves as indispensable partners, boosting long-term retention.
• Change Management Must Be Intentional
  Communicate relentlessly. Involve key leaders in shaping the change. Focus energy on those committed to the new vision, rather than spending time converting detractors.
• Measure What Matters
  Beyond product sales, leading indicators include customer satisfaction surveys, direct feedback, and clarity in account ownership. Internal and external alignment is key.

Quotes

“We used to walk into customer meetings with 20 product reps. Now we walk in with a few strategic voices focused on solving the customer’s problem.”

“Change doesn’t work unless you pour your energy into those who want to drive it. That’s how momentum builds.”

Resources recommendations

• Range by David Epstein – Encourages career exploration and diverse skill development.
• Backstage Leadership by Charles Galunic – A deeper look into leadership infrastructure and organizational dynamics.

Shout-Outs

• Jack Gifford, Founder of Maxim – Preet’s early mentor and a lasting influence on his leadership philosophy.

About the Guest

Preet has over 25 years of global experience leading teams covering product marketing, applications engineering, sales, and distribution management. In his current role Preet leads Sales, Marketing, and Applications Engineering for Infineon’s Consumer, Computing, and Communication business in the Americas region.

Connect with Preet.