I. Field Level - Player Coach
The problem it solves: Real-time feedback on a live deal usually comes from you, if it comes at all — whenever you can find the gap in your day. Sellers need it while the deal's still in motion, not in a debrief that keeps getting pushed.
What to expect: I sit in on calls first to learn how your people naturally sell their instincts, their strengths, what's already working. Once I see the pattern, we build the coaching around that, live, on the actual deal — not a generic script imposed from outside.
- Personally works specific high-stakes deals alongside the person who owns them
- Models the actual conversation, live, instead of just describing the technique
- Gives deal-specific feedback the same day, while it's still useful
- Builds one seller's confidence and skill directly, one real deal at a time
Industry benchmark: Teams coached weekly hit 76% quota attainment versus 47% for those coached quarterly or less (MySalesCoach, 2026).
II. Operational - VP Sales
The problem it solves: The weekly rhythm that turns strategy into closed deals doesn't run itself right now, it's probably running through you, squeezed between everything else on your plate. That's why reviews slip and deals stall without anyone catching it in time.
What to expect: I learn your team's current rhythm first; what reviews already happen, where things quietly fall through before I change anything. Then we build the operating cadence together: deal reviews, forecasting, 1:1s, shaped to how your team actually works. From there, I run it.
- Manages day-to-day sales activity pipeline hygiene, deal reviews, weekly cadence
- Owns quota attainment and is accountable for hitting the number this quarter
- Runs the operating rhythm 1:1s, forecasting, pipeline reviews that keeps deals moving
- Coaches individual sellers on specific deals, not just the system overall
- Reports up on performance against target, with tactics to course-correct mid-quarter
Industry benchmark: Companies where leaders spend 3+ hours a month actively managing their team's pipeline see 11% higher revenue (Harvard Business Review).
III. Strategic- Chief Sales Officer
The problem it solves: Sales strategy defaults to whoever's most senior - usually the founder. You're already running delivery, hiring, and client relationships, and now you're also the one deciding where sales effort goes, with no framework and no time to build one properly.
What to expect: I start by learning how you've actually been making these calls, the relationships, the instincts, the things that have worked even without a formal system behind them. Then I build the process and pipeline discipline around what's real, not a template I bring in from somewhere else. You stay involved in strategy; I own running it day to day.
- Oversee new business generation, the pipeline, the targets, and the number behind them
- Builds the sales process and pipeline discipline the team runs on, start to close
- Coaches the team directly on how to sell without it feeling forced or scripted
- Sits with ownership as the senior voice on sales strategy, not just execution
- Decides where sales effort gets invested — which markets, which accounts, which opportunities
Industry benchmark: B2B companies with formal sales processes generate 28% more revenue than those without one (Harvard Business Review).
Revenue Doesn't Grow in Isolation
Coaching fixes the skill. Leadership fixes the ownership. But growth also needs demand, pipeline, capability, and accountability all working together. —
Miss one, and the rest stalls.
This is the full picture of what I build, whichever piece your firm starts with.
