What does it really take to build a value practice that scales, not just in theory, but in practice?
One that earns buy-in from leadership, creates momentum in the field, and actually sticks?
That’s the question the Customer Value Community explored in the latest Value Disruptor session, featuring Matt Denton, VP of Business Value Consulting at ID.me. Matt shared the evolution of ID.me’s value practice—from the initial rollout to the real challenges of driving seller adoption and tying value realization back to business impact. What emerged was a set of field-tested insights that any organization can apply.
1. Executive Alignment Is the Foundation of Scale
Building a value practice with staying power starts at the top. Denton emphasized how having executive support from the CRO and CEO enabled his team to embed value deeply into the GTM motion from day one. Having this top-down support sets the tone across the organization, making value an essential part of the customer journey. That common language helped avoid the typical pitfalls of misaligned goals and siloed execution, ensuring that value becomes a unifying force across departments.
The Ecosystems Collaborative Value Assessment played a key role in accelerating that alignment by offering a structured, collaborative space for defining value drivers, desired outcomes, and success metrics across stakeholders.
2. Early Momentum Requires Ongoing Reinforcement
“Training isn’t going to happen overnight. You have to continuously remind [about customer-facing resources] and keep the enablement going.”
During ID.me’s initial launch of a value motion across the organization, they were able to drive strong early adoption. However, as time passed, Matt Denton and his team noticed that adoption numbers started to taper off. This is not entirely shocking, as Gartner research shows that “B2B sales reps forget 70% of the information they learn within a week of training, and 87% will forget it within a month.”
To combat this, Matt Denton and his team utilized Ecosystems’ value platform to determine who was actively engaging with the platform, editing and customizing value narratives and models, and dropping off. With these insights, the ID.me team was able to recognize that the key to solving their problem was ongoing training and reinforcement. One-time enablement isn’t enough. As new customer-facing resources joined and priorities shifted, continuous training and enablement became key to seeing long-term results in adoption.
3. Keep It Simple
One of the biggest drivers of adoption was simplicity. Matt Denton shared that in a previous role, over-engineering the business case process could actually hinder adoption, as complex business cases became too time-consuming and lacked clarity for users, which ultimately led them to revert back to old patterns. At ID.me, Matt took a different approach: simplify wherever possible. Users don’t need complex logic—they need tools that work.
By focusing on making value stories concise and easy to implement, Matt Denton and his team were able to find greater success. This was made easy through Ecosystems’ Collaborative Value Assessment, which has over 5,000+ pre-built templates, allowing ID.me to create tailored, relevant business cases quickly.
“Over the past 16 months with Ecosystems, we’ve seen over a 2.2x win rate.”
4. Measure Quality, Not Just Activity
Although adoption metrics are key, it’s not enough to stop there. Matt Denton and his team at ID.me noticed a common trend that many top B2B companies face: their users were creating the business cases, but treating them as a “check the box” activity, without any real collaboration occurring in the business case with their customers. To combat this, it is essential to dig into the business cases your sellers are creating and ensure edits are being made.
Ecosystems’ Virtual Value Engineer, ViViEN, offers an Effectiveness score that can allow your team a better view into the overall quality of the business case and predict better outcomes. ViViEN takes a look at overall collaboration, edits, and logins to help you determine the effectiveness of the business cases your sellers are creating.
“When sellers are leveraging Ecosystems or using the business value team, we've seen an increase in deal size of 15%, and a rep adoption of around 83%.”
5. Value Realization Must Be Proactive and Multi-Threaded
Once the sale is finalized, the value-selling motion cannot end there. It’s one thing to sell on value—it’s another to prove it. For many organizations, value realization is still treated as a post-sale “check-in.” But as Matt Denton pointed out, waiting until the end of the customer lifecycle to measure impact is a missed opportunity. Value needs to be tracked from day one and revisited continuously.
At ID.me, they approach value realization through three parallel paths: measuring against the original business case, creating data-driven hypotheses using internal benchmarks, and co-validating outcomes with customers in real time. These methods aren't mutually exclusive—they represent a spectrum of engagement models tailored to different customer contexts. The key to success is enabling your entire organization—not just your value consultants—to understand, articulate, and measure value. Sales may initiate the value conversation, but it's customer success, product, revenue operations, and marketing that carry it forward. Everyone must speak the same language of outcomes.
Connect with our team to learn how Ecosystems can support your organization in co-creating, quantifying, and realizing customer value.
