AI is everywhere in learning right now. New tools are launching weekly, demos are impressive, production speeds are faster than ever, and new vendors are creating mass confusion as we are
inundated with unsolicited emails about the latest and greatest tools.  For many Learning & Development (L&D) teams, the core question has not changed: how does any of this actually improve learning, performance, and business results?

That question is what led us to develop our AI in Learning Framework™. The framework is a practical way to think about how AI supports learning end-to-end, not as a set of disconnected tools, but as a system that improves capability, decision-making, and performance.

What we are seeing today is a pattern that should feel familiar, as many L&D professionals lived through CBT, WBT, Cloud-based learning, and the COVID-induced virtual learning phenomena. As before, organizations are adopting AI in pockets. Content generation in one area, a chatbot in another, a dashboard somewhere else. Each initiative shows value on its own, but together they rarely add up to a cohesive whole. The result is more output and faster production, but not necessarily better decision-making or stronger performance.

This is where it becomes important to distinguish between efficiency and productivity.

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Smarweys, one of the fictional companies Advantexe uses in our simulation-based learning experiences, reported adjusted EBITDA of $28.8 million in Q4 2025 (12.9% margin) and full-year adjusted EBITDA of $145.7 million with a margin of 16.1%.

On the surface, that reads like a standard earnings update. But we use examples like this intentionally in our “walk a mile in your customer’s shoes” business acumen sales training for a reason.

Do your sales teams actually understand what that means?

Because if they don’t, they are missing how their customers really think about decisions.

What EBITDA Actually Tells You

EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) is a measure of operating performance. It reflects how efficiently a company converts revenue operations. What’s even better is that it is a controllable metric and one that leaders can be held accountable for.

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How many times a week are you in a virtual meeting where you can literally see in the reflection of someone’s eyeglasses that they are doing something else?

Not “kind of distracted.” Not “quickly checking something.”

Completely somewhere else.

It happened to me this week with a vendor we are considering working with, and it was so rude and off-putting that it immediately changed my perception of them. It is one thing to fake attentiveness with the occasional nod and a half-hearted, “Yeah, good point.” It is another thing entirely to be visibly engaged in something else; smirking, smiling, reacting, even laughing at whatever is on your screen while someone else is speaking. Seriously, dude?

That is not multitasking. That is messaging.

And the message is loud and clear.

In a business world obsessed with efficiency and productivity, many professionals convince themselves that multitasking is harmless, even necessary. But the reality is, every time you divide your attention in a meeting, you are sending a series of powerful subliminal signals.

The question is: what exactly are you signaling?

Here are five answers.

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The Business Acumen of Non-Sales People “Unselling” the Sale

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The New Best Practices of Sales Coaching in the Age of AI

As artificial intelligence transforms sales analytics, sales leaders must learn new coaching strategies to help their teams interpret AI insights, challenge assumptions, and turn data into action.

If you haven’t heard the news yet, AI has changed everything.

Historians may eventually look back on this moment as one of the great pivot points in human productivity.

From a business perspective, I see it as a major pivot point in business acumen.

For decades, leaders have been trying to get their sales teams to become more data-driven—using customer insights, prescription trends, territory analytics, and performance dashboards to make smarter decisions.

Now something new has entered the equation.

AI.

In a world driven by data, data analytics, and now artificial intelligence layered on top of it, entirely new challenges are emerging for sales leaders and the way they coach their teams.

Whether companies have formal policies about AI or not, their sales teams are already using it.

Last week, I was immersed in a fascinating project focused on building sales leaders' business acumen in the pharmaceutical industry.

A major part of the program focuses on how sales leaders coach their teams using sales data, helping them interpret prescribing patterns, identify opportunities, and take the best actions to grow new prescriptions and revenue.

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