We roll up our sleeves and work alongside business owners and CEOs to build a strong sales foundation — doing the needed work by building and executing the sales system, so company leaders can focus their energy elsewhere.
We have operator-level experience and deep sales-function expertise from meeting sales objectives and driving revenue growth. We build durable sales foundations utilizing Sales Xceleration’s Certified Sales Operating Management System™, helping business owners reclaim control of the sales organization and regain confidence in company growth.
Through the proven System, we guide sales teams and leadership in formulating key sales initiatives based on market — creating focus, alignment, and better performance execution.
We build clear sales processes, identify the right metrics that matter, draft data-driven sales projections, and bring role clarity across the sales function.
As seasoned sales leaders, we coach and manage teams to meet individual and organizational sales goals while delivering credible forecasting and pipeline management.
We conduct comprehensive assessments to pinpoint staffing and skill gaps in the team, followed by action plans for team development and enhancement.
“Steve’s no-nonsense, operational approach delivered confidence, clarity, and focus at a critical time. His mentorship was rooted in real experience and execution—and the impact showed quickly in both culture and performance.”
“Steve engaged with the company during a time of transition, quickly understood the drivers of the business, and led a cultural transformation. He drove several operational upgrades that improved performance—the company is in a significantly better position as a result.”
“Steve consistently seeks ways to improve processes and create a greater return on investment in sales. He excels at brainstorming and solving complex operational and financial challenges. His mixture of leadership, business acumen, and analytical thinking will provide high value toward any company’s growth.”
“Steve is a passionate leader who drove the organization forward through his relentless quest for continuous improvement. He challenged conventional wisdom and pushed the team to do more than they thought they could.”
Some of it looks like consulting. The difference is where the engagement ends.
A consulting engagement typically delivers a recommendation. Someone studies the sales function, writes an assessment, presents findings, and leaves execution to you.
We treat the assessment as the starting point. From there we build the sales process, install the management cadence, and run it alongside your team until it holds on its own.
A plan is easy to accept and easy to set aside. A cadence that runs every week is harder to set aside, which is the point.
That distinction matters most where the gap is execution rather than insight. Many owners already suspect what is wrong. What they lack is the time and the structure to fix it.
Yes. Our training methodology is RAIN Selling, licensed from RAIN Group, an award-winning sales training firm. We deliver their programs in-class and online through an authorized partnership.
Training works when the skill is the missing piece. Often there are underlying issues to address first.
Where deal stages are undefined, qualification varies by rep, or pipeline reviews happen irregularly, a well-trained seller enters the same conditions and meets the same wall. The training holds better once those conditions are set.
So the sequence matters. We look at the system first, then bring training in where it is the right next step.
It opens with a diagnostic conversation, then a structured look at what is happening inside the sales function: pipeline, process, roles, metrics, and management cadence.
From there the work sits at leadership level. Setting the execution standards, deciding what gets measured, and building the operating discipline that lets you read the sales team the way you read the rest of the business.
What you are left with is visibility and a rhythm you can run.
A few patterns tend to signal it. Revenue still runs through you and slows when you step back. You cannot tell whether a shortfall traces to the people or to the structure around them.
There are also situations where outside help is the wrong call. Where the preference is to stay hands-on in daily sales operations, an outside sales leader has little room to work. The same is true where confidentiality constraints limit what an outside leader can see, or where the business cannot support the investment right now.
Culture matters too. A team already under strain may not absorb a change in sales leadership well, and forcing it tends to cost more than it returns.
Better to name any of that early than work around it.
A highly experienced sales leader working with your company part-time, holding real authority inside the sales function.
The value is the experience and expertise, not the title. A company at this size often cannot justify a full-time executive who has already built and run sales organizations. Fractional makes that depth accessible part-time.
What you are buying is judgment that has been tested against the problems in front of you, by someone who has worked through them before.
Fractional engagements commonly run from a few months to a couple of years. A defined project, such as an infrastructure build or an assessment, is shorter and scoped up front.
The more useful test is what the leader leaves behind. One who runs your sales team gives you performance while they are there. One who installs the structure while running it leaves you something that keeps working after.
Yes, where the fit is clear. Fractional works best where there is real sales leadership to be done and not yet someone internally ready to take it on.
Because the work is time-intensive, we hold a small number of these at once.
Many situations are served better by advisory and project work: the diagnostic, the system build, and a management cadence your existing leader runs. That path often costs less and moves faster.
If you think fractional is the right shape for your business, the diagnostic conversation is the place to test it.
Two different things get compared here. A full-time hire gives you dedicated capacity. Fractional gives you access to experience and expertise you would likely not be able to hire outright at this stage.
There is also a risk difference. Some estimates put the cost of a failed sales leadership hire at two to three times annual salary. That counts the search, the ramp, the lost pipeline, and the restart.
That risk runs highest where the sales system is undefined, because a new leader inherits the same conditions that produced the last result.
Structure first tends to change both sides of the comparison. It makes fractional more productive while it runs, and it makes a future full-time hire more likely to succeed.
Most of this work sits with B2B companies below $50M in revenue, with a sales team of two or more.
The team may be established, newly built, or in the middle of changing. The common thread is being closer to revenue than you want to be, with structure that has not caught up with the growth.
Below a certain size the constraint is usually founder capacity rather than system design. The honest answer there is that it is early.
