I close the process gaps that cap performance — in founder-led sales teams, and in anyone whose results are measured.
Three outcomes, in the order they arrive.
Not what they reported. Not what’s in the CRM. The real number, counted every day by the people doing the work — so you stop running the business on two layers of secondhand information.
The revenue stops tracing back to you, or to your two best people, or to your three biggest accounts. That’s the difference between a business a buyer pays for and one they discount.
Including the quarter-end weeks, the short weeks, and the weeks you’re away. Performance stops swinging with whoever happened to show up.
Founder-led companies between roughly $500,000 and $25 million in revenue, with a sales team of two to fifteen, whose next milestone — a raise, an exit, a board target — depends on revenue that is measurable, explainable and repeatable.
Companies looking for a fractional sales leader. Companies that want a better forecast without changing daily behavior. Founders unwilling to have their own execution measured alongside their team’s. Anyone unwilling to be told the truth.
Nobody calls us when everything’s fine. One rep produces multiples of the others and nobody can fully explain why. Deals don’t die at a stage — they fade, get tabled, and disappear from the story. A large share of revenue traces to one or two relationships nobody is diversifying on purpose.
Your CRM records what people enter. Your managers accept what reps report. We verify what actually happens.
And there are two gaps, not one. The first is what your team believes it does against what it actually does. The second is what your team isn’t doing at all and has never been told to do — and nobody finds that from the inside, at any level of intelligence or effort, because you can’t measure the absence of something you’ve never seen.
The Gap Call — free, 30 minutes.
No pitch. No proposal. Thirty minutes of structured questions about how your team sells, and at the end I tell you what I think is going on and what it would take to know for certain. You get a straight read either way.
Three weeks
$9,500
Credited in full toward what follows.
We measure your revenue organization’s actual daily execution against believed execution — every rep, every manager, the founder included. You get:
Six months
From $1,200
Per rep, per month
Your manager runs the daily loop. We install the standard, train your manager to run it, and verify monthly against the record. Prerequisite: that manager has to exist, have the time, and want the job.
Six months
From $3,000
Per rep, per month
We run it. Daily. Standards and scorecards per rep, the verification layer, weekly leadership reviews, coaching from the record, and the documented playbook your next sales leader inherits.
We take a limited number of seats at a time. When the calendar is full, it’s full.
Six months isn’t a contract term. It’s how long behavior change takes.
Six weeks to install the habits. Six more before they hold under pressure. At least three months after that before it shows in the numbers.
Somewhere in the middle there’s a stretch where your team is working harder than before and nothing has moved yet. Everybody who quits, quits there. We tell you about it in month one so that in month three you recognize it instead of canceling.
Complete the Baseline — every measurement, every session — and if we cannot show you a quantified gap between believed and actual execution, the Baseline is free.
Complete the Revenue Installation and if the system doesn’t hold to the written standard by end of term, we keep working at no charge until it does.
The Reality Guarantee does not apply to the Verified Installation. We can guarantee a standard we run. We cannot guarantee one your manager runs.
And either way, you keep the Blueprint. We have never refunded it. The gap is always there. That’s the point.
In one business I worked inside, that customer was 43% of revenue. Eighteen months later the same customer was still there, still spending the same money, and was under 10% of revenue.
Nothing was taken away from them. Everything else grew around them.
In another, the top 10% of accounts carried 65% of the revenue when I arrived and 35% when I left — inside nine months, with the revenue number itself barely moving.
Both companies were acquired.
That is what the work is for. Not a bigger number. A number that isn’t sitting on one relationship.
Professional football. Wall Street. Thirty years as a working actor — an industry that rejects you nine times out of ten. Still closing high-ticket sales, every week, on purpose.
Different arenas. Same truth: the scoreboard doesn’t care how you feel.
