Get the business past its sales problem.
You’re responsible for growing the business. When the same sales problems keep getting in the way, you need to know what’s going wrong and what to do about it.
I’ll lead the work with your team to get to the bottom of it. You’ll leave with a clear recommendation and a plan you can stand behind, including what needs to change and why.
Revenue System X-Ray
Schedule a conversationThe problem keeps coming back. So does the cost.
New hires take too long to ramp.
Payroll starts immediately. But closing new business takes longer. Managers step in to cover the gap.
New hires take too long to ramp.
Payroll starts immediately. But closing new business takes longer. Managers step in to cover the gap.
The team works around the tools.
You keep paying for software while the work stays in inboxes and spreadsheets.
The team works around the tools.
You keep paying for software while the work stays in inboxes and spreadsheets.
Managers spend their time chasing answers.
Sales 1:1s turn into status checks and logging missing details. Coaching gets pushed down the list.
Managers spend their time chasing answers.
Sales 1:1s turn into status checks and logging missing details. Coaching gets pushed down the list.
A plan you can stand behind.
Walk into your next leadership meeting ready to explain what needs to change, why it needs to happen now, and where to start.
Before you spend more, find out what needs to change.
You may already have a fix in mind. More training. A new platform. Another hire. I’ll work with your team to test whether it addresses what’s holding the business back.
Before you spend more, find out what needs to change.
You may already have a fix in mind. More training. A new platform. Another hire. I’ll work with your team to test whether it addresses what’s holding the business back.
Find where the work breaks down.
I follow what happens in practice, including the workarounds, handoffs, and places where managers have to step in. That helps us understand why a problem keeps returning, even after someone has tried to fix it.
Find where the work breaks down.
I follow what happens in practice, including the workarounds, handoffs, and places where managers have to step in. That helps us understand why a problem keeps returning, even after someone has tried to fix it.
See what you can get from what you already have.
Before recommending another investment, I look at how your team is using the tools and resources you’ve already paid for. We may need to change how the work gets done before adding more people or technology.
See what you can get from what you already have.
Before recommending another investment, I look at how your team is using the tools and resources you’ve already paid for. We may need to change how the work gets done before adding more people or technology.
Put a recommendation in front of leadership that holds up.
I’ll explain what I found, which options I considered, and why I recommend a particular move. You’ll have something concrete to discuss when people ask what it will take, what could still get in the way, and why this approach needs to be supported.
Put a recommendation in front of leadership that holds up.
I’ll explain what I found, which options I considered, and why I recommend a particular move. You’ll have something concrete to discuss when people ask what it will take, what could still get in the way, and why this approach needs to be supported.
Get new hires selling sooner.
For example: reducing new hire ramp from six months to as little as one.
Where are those months going?
I’ll work backward from recent hires’ first closed deals. How long before they reached someone with business to give? What happened between that conversation and the sale? Where did they need help, and how long did they wait for it?
I’ll also look at who got there faster and what gave them a head start. Existing relationships, better accounts, or a manager’s involvement could explain a difference that training alone won’t fix.
I’ll work backward from recent hires’ first closed deals. How long before they reached someone with business to give? What happened between that conversation and the sale? Where did they need help, and how long did they wait for it? I’ll also look at who got there faster and what gave them a head start. Existing relationships, better accounts, or a manager’s involvement could explain a difference that training alone won’t fix.
What we might uncover
New hires are completing training and hitting their activity targets, but spending weeks with prospects who are unlikely to buy. They’re learning which accounts deserve their time through trial and error.
Meanwhile, experienced sellers already know the signals to look for. That knowledge hasn’t made its way into onboarding or the CRM.
What I might recommend
Give new hires a starting set of accounts selected for real business potential. Use recent wins to show them how to recognize an opportunity and earn the first piece of business.
Build that guidance into their daily work. Put the account priorities and next steps in the CRM, and have managers coach the live opportunities where a new rep needs help moving forward.
What we’ll measure
Activity with prospects who have business to give, and time to first closed deals.
You have a business to run. I’ll take the lead on this.
You bring the problem and give me access to the people involved. I organize the work, get the answers we need, and keep you informed as we go.
When teams have different explanations, I work through them. If the fix you’re considering won’t address what we find, I’ll tell you. My job is to give you a recommendation I’m prepared to stand behind.
Week one: Get to the bottom of it.
I ask people to walk me through actual work and recent examples. When the process on paper doesn’t match what happens in the field, I find out why.
I follow the problem across team boundaries and test the explanations against what people are doing and what the results show. I’ll keep you updated on what I’ve found and which questions I’m still working to answer.
Week two: Put a clear recommendation on the table.
I’ll recommend the next step and explain what it should change for the business. I’ll also spell out what could prevent it from working and what we should test before committing more money.
I lead the discussion with your leadership team and work through the tradeoffs and objections. We leave with a 90-day plan that names who needs to do what and what they’ll need to get it done. You’ll know what should improve, by how much, and by when.
Stop carrying the same sales problem into another quarter.
Tell me what’s happening and what you’re under pressure to fix.
Engagement details
We agree on the sales challenge before we start. The two weeks begin when access and interviews are ready.
Implementation is scoped separately. If we agree to keep working together, I’ll credit your $5,000 X-Ray fee toward the next project.
Engagement details
We agree on the sales challenge before we start. The two weeks begin when access and interviews are ready.
Implementation is scoped separately. If we agree to keep working together, I’ll credit your $5,000 X-Ray fee toward the next project.