For Teams

Revenue growth that starts with the executive team.

When a company between $10M and $500M stops growing the way it used to, the diagnosis usually lands on the sales team. Sometimes that's right. More often the sales team is where a leadership problem finally became visible — misaligned priorities at the top, a strategy the front line can't translate into a conversation, or a culture where nobody says the difficult thing early enough for it to be cheap.

I work at both ends: with the executive team on alignment, and with the revenue organization on what they actually do on Tuesday.

• Executive team alignment — getting the leadership team honest about the same priorities, in the same order, with the same definition of what winning looks like.
• Revenue growth strategy — where the next dollar comes from, which accounts deserve the attention, and what has to change for the number to be reachable rather than aspirational.
• Sales team development — mindset, strategy, and action for the people carrying the number. A repeatable approach, not a motivational afternoon.
• Leadership offsites and retreats — facilitated, structured, and built to produce decisions rather than a document nobody opens.

Before this, I held C-suite, SVP, and sales leadership roles. I've carried a number and built teams that hit it. That's the chair I'm speaking from.