Build a strong
sales operation.Develop your people.Achieve your goals.
Whether you’re building from scratch, working through a sales challenge, or ready for your next stage, I help bring your people, processes, marketing, and technology together. We start by understanding your business, then build a practical plan around what you need.
I work alongside owners, managers, and sales teams, getting into the details, coaching people, and helping put the plan into practice.
A place to start
Where can
I help?
You may need help with one part of your sales operation or the whole picture.
Explore a starting point below. Each path brings the relevant people, processes, marketing, and technology into view.
Select an area to exploreAssess & DiagnoseUnderstand what’s happening, what’s holding you back, and where to focus.
You may have a specific concern or simply know that results aren’t where you want them. I bring an outside perspective, thoughtful questions, and firsthand sales leadership experience to help you understand why.
How we’ll approach it
- Start with a conversation.Start with the owner, sales leader, or designated contact to discuss goals, concerns, and what has already been tried.
- Examine the relevant pieces.Review how your people, sales processes, marketing, technology, and management practices connect.
- Explore the findings together.Test observations with leadership and, with their agreement, hear from the people doing the work.
- Agree on priorities.Identify what deserves attention first, considering your resources, timing, and business goals.
- Define the next steps.Leave with clear recommendations and options for implementation and support.
Areas of focus
- Sales processes, qualification, pipeline, and follow-up.
- Marketing-to-sales handoffs and lead quality.
- Technology, CRM workflows, and appropriate uses of automation and AI.
- Team structure, hiring, training, and readiness.
- Leadership, expectations, motivation, and accountability.
- Reporting, performance patterns, and missed opportunities.
The review can focus on one area or span the operation, while considering the connections that affect it.
Let’s discuss what’s going on.Build & LaunchCreate a sales operation, or a missing part of one, with the structure, tools, and people to get started.
Whether you’re creating your first sales operation, adding a team, or building a missing function, I help you connect the people, processes, marketing, and technology needed to get it working.
How we’ll approach it
- Understand the business.Start with leadership to learn your offering, customers, goals, resources, and what is already in place.
- Design the structure together.Define the roles, sales process, tools, and support the work requires.
- Agree on the build plan.Set priorities, responsibilities, timelines, and launch expectations with leadership.
- Build and prepare.Develop the agreed systems and resources, support hiring where needed, and prepare the people who will use them.
- Launch and support.Introduce the operation at a manageable pace, coach through early execution, and refine what needs attention.
Areas of focus
- Sales team structure, role definitions, and staffing plans.
- Recruiting, candidate selection, and onboarding processes.
- Prospecting, qualification, appointment-setting, and closing workflows.
- Marketing-to-sales handoffs and follow-up procedures.
- Sales playbooks, training, and practical call resources.
- Technology requirements, CRM workflows, and appropriate automation.
- Reporting, management routines, and clear performance expectations.
The scope can be one missing piece or a complete sales function. We’ll agree on what I build directly, what your team owns, and where specialist support is needed.
Let’s talk about what you want to build.Modernize & StrengthenUpdate your methods, connect your tools, and equip your team for the next stage.
Your operation may have a solid foundation, while some tools, methods, or working practices need updating. I help you identify what to keep, what to improve, and how to introduce changes your team can use confidently.
How we’ll approach it
- Understand how things work today.Start with leadership and the available information to understand goals, daily practices, and where updates may help.
- Identify useful improvements.Examine where processes, marketing, technology, or team support could work better together.
- Agree on priorities.Develop a practical update plan with leadership, considering value, cost, readiness, and timing.
- Update and prepare.Improve the agreed tools and processes, explain the changes, and train the people involved.
- Support adoption and refine.Check how changes work in practice, gather feedback, and adjust where needed.
Areas of focus
- Sales processes, playbooks, and customer-facing messaging.
- Marketing-to-sales coordination and lead follow-up.
- Technology choices, CRM workflows, and reporting.
- Automation for repetitive tasks, with clear ownership and oversight.
- Specific AI uses for preparation, practice, and administrative support.
- Training resources, coaching methods, and manager routines.
- Team communication, knowledge sharing, and accountability.
Technology should help people stay organized, prepared, and connected to customers. We’ll preserve what works and introduce improvements at a pace the business can support.
Let’s explore what could work better.Fix & RebuildFind the causes of underperformance and work together to put things right.
When results fall short or parts of the operation break down, the cause isn’t always obvious. I work with you to understand what’s happening, address the underlying issues, and help the team move forward with clarity.
How we’ll approach it
- Define the concern.Start with leadership to discuss where performance is falling short, its business impact, and what has already been tried.
- Investigate the causes.Examine the relevant people, leadership practices, sales processes, marketing, and technology. Test observations before drawing conclusions.
- Agree on corrective priorities.Review findings with leadership and decide what needs immediate attention, what requires deeper work, and how to sequence it.
- Repair or rebuild.Implement the agreed changes, clarify expectations, and equip managers and employees to carry them out.
- Review progress together.Track meaningful indicators, gather feedback, and refine the approach as results develop.
Areas of focus
- Weak qualification, missed appointments, and stalled opportunities.
- Inconsistent follow-up and unclear ownership.
- Gaps between marketing, sales, and customer handoffs.
- Disconnected tools, unreliable reporting, and cumbersome workflows.
- Hiring, onboarding, training, or role-fit problems.
- Unclear expectations, inconsistent coaching, and management gaps.
- Team confidence, motivation, and accountability.
The scope may be a targeted correction or a substantial rebuild. We’ll agree on the work together, with clear responsibilities, appropriate support, and a realistic timeline.
Let’s talk about what needs attention.Train & DevelopBuild the skills, confidence, and leadership your salespeople and managers need.
Effective development connects learning to the work people actually do. I help salespeople and managers strengthen their skills, use their tools confidently, and put clear expectations into practice.
How we’ll approach it
- Understand what success requires.Start with leadership to understand the roles, customers, sales approach, and performance expectations.
- Identify development needs.Agree with leadership on which managers and team members to involve, then review actual work to distinguish skill gaps from issues with tools, processes, or support.
- Agree on the development plan.Set priorities with leadership, define practical learning goals, and clarify how managers will reinforce them.
- Train, practice, and coach.Use demonstrations, realistic scenarios, call reviews, and specific feedback to build capability.
- Reinforce and review.Follow through in daily work, recognize progress, and adjust support as people develop.
Areas of focus
- Onboarding, role readiness, and progressive ramp expectations.
- Prospecting, discovery, qualification, and appointment setting.
- Value communication, objection handling, and closing.
- Understanding customer needs and the promises made through marketing.
- Confident use of CRM, sales tools, and follow-up processes.
- AI-assisted practice and preparation within defined guidelines.
- Manager skills in coaching, feedback, communication, and accountability.
- Team-lead development and preparation for greater responsibility.
I can work directly with your team or coach your managers to lead the development themselves. Clear expectations, practical support, and consistent follow-through provide the foundation for confidence, motivation, and growth.
Let’s talk about what your people need to succeed.Lead & ManageBring experienced leadership to daily execution, team development, and longer-term goals.
You may need leadership through a transition, ongoing management, or someone to build and lead as the business develops. I work alongside owners, managers, and employees to connect business goals with daily execution and people development.
How we’ll approach it
- Align on the role.Start with the owner or designated leader to agree on goals, responsibilities, decision-making authority, and involvement.
- Learn the operation and people.Understand how the team works, hear different perspectives, and examine the processes and tools supporting performance.
- Set priorities together.Agree with leadership on what to maintain, what to improve, and how to communicate the plan.
- Lead and develop.Establish clear expectations, support managers and employees, and guide the agreed work through consistent coaching and follow-through.
- Review and adapt.Evaluate progress together and decide how the role should evolve, continue, or transition to internal leadership.
Areas of focus
- Sales planning, team priorities, and daily execution.
- Pipeline reviews, forecasting, and performance reporting.
- Hiring, onboarding, coaching, and manager development.
- Productive huddles, one-on-ones, and team communication.
- Coordination across sales, marketing, and customer handoffs.
- Effective use of sales technology, CRM, and appropriate automation.
- Implementation of agreed operational improvements.
- Clear expectations, recognition, and fair performance accountability.
The arrangement can be interim, part-time, or longer-term, including the right ongoing employment opportunity. We’ll establish a clear initial agreement and revisit it as the business and relationship develop.
Let’s talk about the leadership you need.These paths can overlap. We’ll agree together on the scope, priorities, and level of involvement that fits.
Not sure where to start? Let’s talk.Experience in action
What the work
looks like.
Two different operations. The same commitment to understanding the business, developing its people, and following through.
Building through growth
and acquisition.
Rebuilding a sales organization, developing its managers, and leading through the changes that came with a larger company.
From five retained setters to a peak of 44 SDRsRead the story 02 / Connect & improveTurning missed connections
into sales opportunities.
Connecting a team across four countries with clearer roles, dependable systems, and training people could put to work.
A two-month turnaround with room to growRead the storyI love the moment a team
starts to find its stride.
People know where they’re going, feel equipped to contribute, and can see their effort paying off. I bring the structure, energy, and personal involvement to help make that happen.
Discovery & rolloutI start with you.The right conversations, in the right order.
Before reaching into the organization, I sit down with the owner, sales leader, or designated point of contact. I ask questions, review the information available, and learn what you’re trying to accomplish.
- Understand your goals.Start with your perspective, priorities, and the information you can share.
- Map the people and the process.Review the relevant information and agree with you on which stakeholders to involve and when.
- Work through leadership.Understand how each leader and department sees the operation, where responsibilities connect, and where perspectives differ.
- Hear from the front line when needed.With your agreement, involve the people doing the work at the appropriate stage, with a clear purpose.
- Agree on the plan and the rollout.Bring findings back to leadership, decide on priorities, and prepare people for the changes before implementation.
The sequence matters. People should understand why they’re involved, what they need to know, and what happens next.
Training & team energyMake it worth showing up.Leave sharper, clearer, and ready to put it to work.
I want people to leave a meeting or training session better equipped than when they arrived: sharper on a skill, clearer on a priority, or more confident handling their next conversation.
That takes preparation and purpose. What does this team need right now? What should they be able to do afterward? How will that help them succeed and move the business forward?
I bring energy, personal connection, hands-on practice, and, when it fits, games and friendly competition. People learn more when they’re engaged, willing to participate, and comfortable trying something new. The enjoyment helps the learning stick.
The payoff comes when someone uses what we practiced, gets a better result, and comes back excited to share it. That gives the next session meaning. People can see that their time is helping them improve.
Meetings and training should earn their place in the workday. I want the team to look forward to being there, leave with something useful, and put it to work.
Leadership & follow-throughYour team. Your success.Stronger leaders, clear expectations, and a commitment to deliver.
I want your leadership to grow stronger. I’ll help you shape the plan, prepare your managers, and give your team a direction they can believe in. When the improvements take hold, I want your people to feel proud of their leaders and what they’ve accomplished together.
I work alongside managers as they develop their own approach to coaching, feedback, and recognition. Clear expectations belong in that environment: people deserve to know where they stand, what needs to improve, and what support they can count on. Leaders have to follow through on their commitments, too.
You and your team deserve recognition for taking the initiative, putting the changes into action, and achieving results.
My satisfaction comes from delivering what we set out to accomplish together. The praise that matters to me is yours as my client: knowing I earned your trust, fulfilled my commitment, and delivered the work you brought me in to do.
Experience shaped
my approach.
People give it purpose.
I’ve spent my career selling, leading teams, building processes, and working alongside the departments that help a business run. I’ve seen people find their confidence, teams come together, and businesses struggle when important pieces weren’t working.
Those experiences shaped the questions I ask and the way I lead. They also helped me discover what I enjoy most: working with people who want to improve, helping them see a path forward, and being part of putting it into action.
Read my story