Know Why You Win

A fractional VP of Sales is usually an ongoing leadership role. They're running your sales organization day-to-day, managing the pipeline, coaching reps, and making hiring decisions.

What I provide as a sales consultant is diagnosing specific problems, implementing solutions in focused sprints, and transferring ownership back to your team.

Consultants are intensive but temporary; fractional leaders are ongoing but spread across multiple companies.

If you need strategic fixes with clear endpoints, consulting makes sense. If you need ongoing leadership capacity, fractional could be the answer.

Most sales training fails because it assumes the problem is skill gaps when the real issues are systemic: unclear processes, misaligned comp plans, territory problems, or leadership gaps.

You can teach someone better discovery questions, but if your comp plan rewards the wrong behaviors or your CRM is too complicated for your team to use, the training won't stick.

That's why assessment comes first. We’ll identify whether you need training, systemic fixes, both, or neither.

If your veterans consistently deliver but new reps struggle despite training and onboarding, that's likely systemic. Your successful people have figured out workarounds or operate on unconscious mastery that hasn't been documented.

If everyone struggles with the same stage of your process (like discovery or closing), that might be a skill issue.

But often what looks like a skill gap is actually an environmental problem: unclear process, conflicting priorities, or organizational obstacles.

A proper assessment reveals the difference in 2-3 weeks.

I call these “The Dirty Half-Dozen” - the systemic issues I consistently find that prevent training from working:

• Poor accountability - insufficient leadership capacity to support and coach teams

• Misaligned compensation - comp plans that reward the wrong behaviors

• Wrong people in wrong roles - unclear role definitions between different sales positions

• No strategic direction - unclear strategy that shifts quarterly or lacks focus

• Reps misallocating time - too many accounts to manage strategically, or focusing on the wrong activities

• Methods stuck in the past - not evolving with how buyers want to buy today

These aren't skill problems. They're organizational design problems that require systemic solutions, not training.

No. Here's why: If I show up with a pre-packaged solution before understanding your specific situation, I'm guessing. And guessing wastes your time and money.

The assessment ensures we're solving the right problems.

Your top performers have figured something out that works in your specific environment, but success patterns that develop organically are often invisible to the people executing them.

The assessment surfaces what's working, identifies what's missing, and creates a roadmap that respects your existing strengths while addressing the gaps.

A comprehensive sales assessment takes 2-3 weeks and includes:

• interviews with 2-3 executive leaders

• diagnostic conversations with 2-3 sales reps

• a review of your systems (CRM, comp structure, territory assignments).

You'll receive a detailed diagnostic report with clear findings about what's actually preventing performance, a prioritized roadmap for what to fix first, and a 60-minute debriefing where we walk through recommendations together.

The goal is clarity. You'll leave with a better understanding of what your top performers do that the rest of your team doesn’t, and a plan to help integrate those patterns and behaviors.

Investment varies based on scope and team size.

A diagnostic assessment starts at $5,000 and can be completed as a standalone engagement.

Most companies continue into a training program built around my 7 Steps to Sell Like You® framework, which starts at $50,000.

Additional cohorts, extended timelines, or deeper field immersion add to the investment.

The right scope depends on your situation. We’ll build that together.

Behavioral change takes time, but most clients see immediate clarity after the assessment.

Measurable improvements in pipeline activity typically show up within 60 days of starting the implementation sprint.

Closed revenue impact depends on your sales cycle length.

The assessment itself often creates quick wins by identifying reliable patterns of success and obvious obstacles that can be removed immediately.

Both.

The assessment is usually done virtually, but can be done onsite.

Training is usually a hybrid of remote sessions and strategic onsite workshops. We design the right mix based on your needs and geography.

Given the amount of co-creation that goes into these bespoke training engagements, I try to get on-site for at least a day to work with executives and interact with the team.

Most clients find that a blend works best. Remote for regular coaching and check-ins, onsite for intensive workshops and key milestones.

I specialize in B2B companies with relatively complex sales processes, typically 60-180 day cycles.

I've worked across manufacturing, technology, professional services, and distribution.

The principles of sales success are universal; the application is always customized to your specific market, buying process, and organizational dynamics.

I have deep roots in Detroit and a particular affinity for blue-collar, tangible-product businesses; the companies that actually make and move things.

PE portfolio companies often face sales challenges that contribute to their availability for acquisition: stagnant growth, overreliance on founder relationships, undocumented sales processes, or organizational obstacles that limit scale. These are often valuable businesses looking to modernize or professionalize to take the next big step.

Post-acquisition, these companies need to professionalize their sales function quickly to meet value-creation milestones.

A focused diagnostic assessment followed by a 3-month training engagement can accelerate improvements without the ongoing cost and commitment of fractional leadership.

This approach fits PE timelines and delivers measurable results within hold periods.

I've been referred by PE firms based on results at other portfolio companies. One CEO told a peer he'd hire me to run his sales organization. That's the level of understanding I bring to post-acquisition sales work.

Not usually. My focus is organizational sales performance for B2B companies with existing teams.

If you're an individual seller looking for coaching, I can recommend you to a few of my trusted colleagues that provide that service.