FAQ
Common Questions
Category 01
Working Together
I work exclusively with B2B companies — primarily high-growth SaaS, PE-backed firms, and mid-market organizations. The common thread is that they're past the very early stage (at least $3–5M ARR), have a sales team of at least 5–6 people, and are facing a specific problem: a growth plateau, forecast unreliability, a new segment to enter, or a sales process that isn't scaling.
Project engagements typically run 6–12 weeks, depending on scope. Retainer engagements usually run 3–6 months. Advisory relationships often continue for 6–12 months or longer. The right length depends entirely on what you're trying to accomplish — I'd rather scope accurately than pad the timeline.
Occasionally, but I'm typically most useful at $5M ARR and above, when there's enough history to diagnose patterns and enough team size to implement process change. Earlier than that, the work is usually about finding product-market fit and the first repeatable sales motion — which is a different kind of engagement. If you're early stage and want to talk, I'm happy to tell you honestly whether I'm the right resource.
Every engagement starts with a two-week discovery phase: stakeholder interviews (sales reps, managers, marketing, finance), CRM and pipeline data review, and a process mapping exercise. At the end of those two weeks, I produce a diagnostic summary that outlines what I found and what I recommend. We align on that document before any implementation work begins.
I define success metrics with you before the engagement begins, not after. Depending on the focus, those metrics might include forecast accuracy, average deal cycle length, win rate by stage, pipeline coverage ratio, ramp time for new hires, or NRR. We agree on the baseline, the target, and the measurement methodology at the start — so there's no ambiguity about what good looks like.
Category 02
Sales & Strategy
Sales coaching focuses on individual rep development — improving skills, behaviors, and confidence at the individual level. Sales consulting focuses on the system: the processes, structures, and decision-making frameworks that govern how an entire organization sells. I do both, but the primary work is consulting — redesigning the system so that coaching becomes more effective and scalable.
I start by building a model from your historical data — actual win rates by stage, deal type, and segment, not CRM default probabilities. Then I redesign the data inputs that feed the model (what reps enter, what signals managers look for, how deals are scored). Then I restructure the forecast review cadence so the right questions are being asked at the right frequency. The result is a forecast that reflects reality rather than optimism.
Yes, though I'd frame it as designing the go-to-market infrastructure and hiring profile, rather than recruiting or managing the search. I can help you define the roles you need, the profile of the right people for each role, the compensation structure, and the onboarding program — and then work with your first hires to establish the process and culture from day one.
Primarily Salesforce and HubSpot, though I've worked with most major CRM platforms. My approach is CRM-agnostic — I'll adapt the process design to whatever platform you're using. In my experience, the CRM is rarely the problem; the discipline and methodology around how it's used is.
I sign NDAs as a standard part of every engagement. More broadly, confidentiality is the foundation of the work. I work with multiple clients simultaneously, and I never share specifics about one client's data, strategy, or challenges with another. The pattern-level insights I develop — the general principles — are what I bring to each engagement. The confidential details stay confidential.
Still have questions?
Let's talk directly
Every situation is different. If your question isn't here, reach out — I'm happy to have a direct conversation.