Sales & Revenue Coaching

Mid-market companies that have outgrown founder-led selling but have not yet institutionalized their revenue infrastructure often plateau not because demand disappears, but because revenue execution lacks structural clarity. The sales process may be documented. Targets may be set. Forecasts may be reported. Yet growth slows, margin compresses, and predictability weakens. The issue is rarely effort. It is misalignment between revenue goals, role design, accountability, and operating discipline.

I work with executive and revenue leadership to operationalize revenue performance. This includes defining who owns what across the sales function, clarifying decision rights, validating growth targets against capacity and conversion data, and installing KPI frameworks tied directly to margin and realistic scale.

We assess whether current revenue targets are feasible or vanity. We examine pipeline velocity, conversion reliability, compensation architecture, and management cadence. Then we redesign the structure so performance expectations are measurable, enforceable, and aligned to enterprise objectives. This is disciplined revenue architecture built in partnership with leadership.