(5:07 Q&A Video) “Best Practices Help Customers Maximize AI Solution Business Impact”

In this 5:07 video, Sagi Reuven explains why adoption is the hidden failure point in AI and SaaS. He shares an example where a large deal failed because people never used the tool. He argues that teams must teach customers how to get value from new AI features. He suggests a new marketing function focused on education and practical guidance.

Sagi Reuven, Chief Revenue Officer at Deepdub, argues that many AI and SaaS deals fail for a simple reason. Adoption never happens. As he puts it, “The failure was in the adoption layer, like to get people to actually start using it.” This matters because adoption is what turns a signed contract into a measurable business impact. In markets where “things are popping all the time,” and competitors reposition quickly, buyers can switch fast if outcomes do not show up in daily workflows.

Sagi’s message to revenue and marketing leaders is practical. If customers are not taught how to get value, they will not get value. That means enablement, best practices, and usability feedback cannot be treated as extra services. They must be part of how the product creates ROI.

“The failure was in the adoption layer which is to get people to actually start using the AI solution. You have to advocate the best practices like how to maximize the output someone can get from it.” – Sagi Reuven

To learn more, watch the 5:07 video or read the article below.

To catch the full interview with Sagi on “From Personalization to Cohorts: A CRO’s ABM Evolution,” CLICK HERE.

Article: “Best Practices Help Customers Maximize AI Solution Business Impact”

This article is based on an interview with Sagi Reuven, Chief Revenue Officer at Deepdub

Why AI Adoption Is the Hidden Failure Point

Sagi shares an example that shows how adoption can break even large, well-resourced deals. The contract was sold at the management level. The client committed to a multi-year purchase. Training was delivered. Leadership instructed branches to use the software. Still, adoption stalled. “After nine months, it didn’t work.” The issue was not pricing, contract structure, or rollout effort. The issue was that the people expected to use the tool did not adopt it. “People just pushed back on it, like they did not get it.”

That is why Sagi emphasizes that buying is not the same as changing behavior. Even when a customer does everything that appears correct on paper, results may still fail to materialize. “They pay for the software. They did a three-year contract.” If usage does not normalize, the value does not appear. In AI, that risk grows because new capabilities often introduce new workflows. Customers may not know what to do after a feature ships, which makes adoption the real success metric.

Best Practices Are Now a Core Part of the Product

Sagi believes the vendor’s job does not end at delivery. It extends into helping the customer reach outcomes. “You really have to advocate for best practices, like how to maximize the output that someone can get from the solution.” That support is not only about satisfaction. It is also about competition. When buyers compare vendors, they evaluate results, not feature language. If customers do not reach value, differentiation disappears. “If you did not teach the client or help him to get to the best value that he can, when he compares you also to the competition, he will also be in trouble.”

He also calls out usability feedback as a direct lever for adoption and retention. “Get more client feedback on usability.” When workflows match real behavior, teams use the product more often and with less friction. That improves renewal odds and strengthens expansion opportunities. It also gives marketing and customer success better proof points, because they can tie best practices to measurable impact rather than vague product claims.

A Practical Education Model for AI Features

Sagi points to the early days of ChatGPT to show how education can accelerate adoption. People learned faster when they saw simple examples and guidance. “There were a lot of people saying, okay, try this prompt, try this prompt.” That kind of practical teaching removed uncertainty and helped non-experts produce value quickly. He argues that companies should do the same for their AI features, using content that shows real use cases and repeatable steps.

Sagi even suggests a new marketing function that looks more like enablement than promotion. “Maybe a new function for the marketing team would be someone to do this type of prompt engineering and education.” The goal is not to add noise. The goal is to help customers understand how to get value, step by step. Without that, AI features risk becoming checkbox additions that do not change outcomes. “It’ll be there just because it’s a buzzword, but it won’t help you shine.” Education makes AI capability usable, and usability is what becomes ROI.

Conclusion

Sagi Reuven’s point is direct. Adoption is the path to measurable business impact and to retention. Even strong deals can fail when behavior does not change. “Nothing good happened out of it.” For AI solutions, the stakes are higher because customers are learning new workflows in real time.

His recommendation is to treat best practices, usability feedback, and education as core parts of value delivery, not optional extras. “You have to be there and be able to do that.” When customers can reliably reach outcomes, the product becomes harder to replace. That is what protects renewals and creates long-term growth.

ELEVATING CONTENT MARKETING STANDARDS RAISES A CRUCIAL QUESTION:
Why shouldn’t the very act of creating thought leadership content also spark new conversations with in-pipeline deals, top prospects, and high-priority customers for revenue expansion? Or serve as the cornerstone for learning and applying voice-of-customer strategies? That’s the power of ABM Podcasting—engaging B2B buyers and customers in meaningful conversations that uncover essential go-to-market insights, support long sales cycles, reinforce your market perspective, build peer-level trust, and dismantle objections that kill deals.

Steven MacDonald

Steven MacDonald is the founder of Content Strategies, CEO of a MarTech SaaS Company, fractional CMO consulting with leading B2B companies and former Director of Strategy and Client Service at top ten digital marketing agencies.

Follow Steve on LinkedIn.

Steven MacDonald

Follow Steve on LinkedIn.