How I work
An engagement runs two to six months and always follows four movements: diagnosis, framework, hands-on execution, autonomy. Inside it, we rework the four stages of your sales cycle on your real deals. Nothing like an audit that ends up in a drawer.
How does an engagement unfold?
Always the same four movements, in the same order: nothing gets built before I have watched how you sell today. What changes is the length of movement 3. Two months are enough when the issue is contained, four to six are needed if you also have to hire and coach several people.
One identified issue: the framework to write, a team to realign, a closing rate that has slipped. Diagnosis, framework, six weeks of execution, handover. It is short, so we tackle one subject at a time.
Several fronts at once: hiring, coaching each person on their deals, embedding rituals until they hold without me. Movement 3 stretches, the other three stay as they are.
Diagnosis · 1 to 2 weeks
Before proposing anything, I look at how you actually sell. I listen to calls, read the pipe, talk to your reps and to customers who signed recently. We come out with a map of where things leak, backed by numbers.
- Call reviews: real meetings, discovery and closing alike.
- Pipe review: stage-by-stage conversion, dormant deals, actual cycle length.
- Interviews: the reps, the founder, and recently signed customers.
- Readout: a short document, the main leaks, ranked.
The framework · 1 to 2 weeks
We write down what only lived in people's heads. Target, message, deal flow, team rituals, tracked metrics. Not an eighty-page binder: a framework the team can apply on Monday morning.
- ICP and priority accounts: who you sell to, and who you stop selling to.
- Playbook: the deal flow, from first touch to signature.
- Rituals: pipe review, weekly stand-up, forecast.
- Metrics: five numbers taken seriously, not forty ignored.
Hands-on execution · 6 weeks to 4 months
This is where it plays out, and it is the only movement whose length varies. I work with the team on your live deals, not on textbook cases. The framework set in movement 2 gets corrected against reality, week after week.
- Coaching: one-to-one sessions on open opportunities.
- Field work: I join the meetings that matter, to coach or to unblock.
- Hiring: profile definition, interviews, onboarding.
- AI: the automations that save hours, not the gadgets.
Autonomy · the final weeks
The goal of an engagement is to stop being needed. We hand over: someone on your side takes back the rituals, the playbook lives without me, and you can read your own numbers.
- Handover: an internal lead trained to run the team.
- Documentation: the playbook and rituals are yours.
- Checkpoints: a session 30 and 90 days after the end.
- What next: nothing automatic, we continue only if it is useful.
Which sales stages do we rework?
Whatever the movement, the work covers the four stages of the sales cycle: prospecting, discovery, negotiation, closing. Sales management cuts across all four, and it is what makes them hold over time.
Prospecting
The point is not to send more messages, it is to reach the right accounts, at the right time, with an opener worth answering. We work on targeting, the opener, channel sequencing, and we measure reply rates to adjust fast.
Discovery
A good discovery call is not spent pitching: eighty percent listening, twenty percent questions. We dig into context, urgency, budget and who really decides. And we learn to disqualify early what is going nowhere.
Negotiation
Negotiation does not start when the prospect mentions price, it is prepared from day one: what you are ready to give, what you never give, and how to defend value instead of discounting by reflex.
Closing
Closing is not a final squeeze, it is a series of small yeses. A next step always dated, internal approvals anticipated on the customer side, and the signature asked for plainly.
Sales management
Cutting across all four stages. Running clear rituals, coaching each person on their real deals, hiring and onboarding the right people: that is what keeps the method alive when you are looking elsewhere.
What do you get, and when?
A method that cannot be measured is worthless. Here are the milestones I hold to, whatever the format. They are verifiable deliverables and observable changes, not a revenue promise: signing also depends on your market and your offer.
The diagnosis is delivered and the framework is written. You know where your pipe leaks, with numbers, and the team has one shared playbook instead of four ways of selling. True in both formats.
The framework is applied on real deals. Rituals run without me convening them, the forecast becomes arguable instead of fanciful, and conversion moves where we worked. In the short format the engagement ends here, handover done.
Long format only. Sales hold without me: an internal lead runs the team, new joiners are onboarded onto the playbook, and you decide with full information whether to extend.
What I do not do
Better said upfront, it saves a pointless first call.
- I do not sell for you. No outsourced rep, no portfolio taken over. I join meetings to coach or unblock, never to replace your team for good.
- I take no commission on your deals. Billing is per day or a monthly retainer, agreed before we start. A percentage would create bad reflexes on both sides.
- I do not deliver a deck and vanish. Slideware signs no contracts. Strategy only counts if I stay to run it in the field.
- I do not replace your CRM with another CRM. We make the one you have work. Switching tools almost never fixes a method problem.
- I do not promise a growth percentage. Nobody serious can guarantee that without knowing your market. I commit to deliverables and to a way of working.
- A numbers-backed diagnosis of where your pipe leaks
- A clear ICP and a list of priority accounts
- A sales playbook the team actually applies
- Pilot rituals that run without you
- Five tracked metrics, and a credible forecast
- An internal lead trained to take over
How long does an engagement last?
Two to six months. Two months when the issue is contained: writing the framework, realigning a team, fixing a closing rate. Four to six months if you also have to hire and coach several people. The four movements are the same, only the execution phase stretches, and the duration is set after the diagnosis, not before.
Do you sell for me?
No. I join meetings when it helps to coach or unblock a deal, but I do not take over your portfolio. The goal is for your team to manage without me.
Why not a full-time Head of Sales?
Below a certain team size, you do not need someone five days a week. A few days a month is often enough, at a far lower cost. The calculator shows the gap in your case.
What if my team already has a process?
All the better, the diagnosis starts there. In most cases the process exists on paper but everyone sells their own way. We keep what works and align the rest.
Do you take a percentage of sales?
No. Billing is per day or a monthly retainer, agreed before we start. A commission on your deals would create bad reflexes on both sides.
What if I am not ready?
It happens, and I say so. Without an offer that finds buyers or a few signed customers, sales structuring is not what you need. The first call is also there to settle that.
Shall we look at your situation?
30 minutes, no strings. You tell me where you stand, and I tell you honestly whether, and how, this method applies to your case.
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