Sales and sales development leaders
1:1 Coaching for Sales Leaders
Same model as the IC work: you bring what you're trying to accomplish, and I build the engagement around it. The problems are just bigger and messier.
That might be a quick, contained project — designing next year's comp plan. It might be a build from scratch: a new team in a new market, with the messaging, structure, quotas, and territories to support it. It might be the unglamorous stuff that decides everything, like getting your stages and pipeline definitions honest, or standing up the tracking that tells you which reps need help and where.
I've also sat in the sales development leadership seat, so if you run a sales development org, that's home turf. Pipeline generation is a real strength of mine — the messaging, the activity model, the coaching cadence, and the math that tells you whether any of it is working.
And sometimes it isn't about the team at all — it's about you. Positioning yourself for the next title, making the case to your CEO that you're ready for more, or negotiating your equity.
I cap this at VP. I've never run a CRO org and I'm not going to pretend otherwise.
What this looks like
A few shapes an engagement takes.
Not a menu — just examples. Yours gets built around your goal.
Build or rebuild the team
New market, new segment, or a reset. Messaging, structure, quotas, territories, and a hiring bar that holds.
Fix the machine
Sales stages that reflect reality, a pipeline you can forecast off of, and dashboards that surface your best and worst reps early.
Run the training
A single session or a full series for your ICs, built on your product and your deals — not a generic curriculum.
Diagnose before you spend
A focused analysis of where the drop-off actually is, so you fix the real constraint instead of the loudest one.
Pipeline and the sales development org
I've led SDRs directly. Messaging, activity models, coaching cadence, and the math that says whether it's working.
Your own next step
Positioning for the promotion, making the case to your founder, or negotiating comp and equity.
Why me
Where this comes from.
I stepped into the leadership seat and led us to 3x ARR, which carried us to an exit. In my first six months leading, dollars sold per AE went up 59%. Win rates went up. Pipeline generation went up. Input volume went up. I've also led SDRs directly. I've built the thing I'd be helping you build.
Also
Not quite your seat?
Individual contributors
1:1 Coaching for Reps
A personal trainer for your number. Whatever you're chasing, we build the plan around it and I make sure you hit it.
Non-sales founders and technical builders
Sales Advisory for Founders
Something close to a fractional VP of Sales. You built the product — I help you figure out how to sell it.