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Trace the Journey
I look at the path from bringing a new salesperson in through developing them into a consistent producer.
Field Sales Development
You Keep Hiring. So Why Isn't Your Team Getting Stronger?
You keep recruiting, training, and developing new salespeople, but too few become the consistent producers you expect. I help recruiting-heavy field sales organizations figure out where promising people are falling through the cracks and build a practical roadmap for improving the system behind them.
Start the Conversation →
No sales call required. Start with three questions about what’s happening inside your team.
The Problem
Maybe Some of This Sounds Familiar
You keep recruiting, but somehow production stays flat or becomes even more inconsistent.
New salespeople make it through training only to disappear shortly afterward. Sometimes you're just happy if they answer the phone long enough to tell you why they're leaving.
Then there are the promising ones. The people you get genuinely excited about. Too often, they never become the producers you thought they could be, or they leave without warning before they get there.
Meanwhile, you or your managers spend too much time rescuing struggling performers instead of developing the people with the potential to drive the business forward.
And when the next expansion or growth opportunity appears, instead of feeling ready to attack it, you hesitate.
The hardest part may not be knowing that something isn't working.
It's finding the time to figure out exactly where it's breaking down and what to do about it—especially while you're still the one responsible for keeping everything moving.
What I Do
What Can an Outsider Like Me Do?
You’re busy running the business. My job is to step outside the day-to-day operation and investigate the system behind it.
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Compare Reality
I compare what’s supposed to happen with what’s actually happening across the numbers, people, and process.
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Find the Breakdowns
I identify what’s already working, where people are falling through the cracks, and which breakdowns are worth addressing.
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Prioritize the Opportunity
I focus the plan around the changes most likely to create meaningful impact instead of tearing apart everything you’ve built.
I’m not looking to tear apart everything you’ve built. I want to find what’s already working, where people are falling through the cracks, and which breakdowns are actually worth addressing.
I look at the numbers, talk to the people involved, and observe the process in action. Then I prioritize those opportunities based on where you can have the greatest impact and give you a clear path forward.
What You Receive
Your 90-Day Roadmap
You don't walk away from this with a report that tells you what's wrong and leaves you to figure out the rest.
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Prioritized Findings
What’s working, where the biggest opportunities are, what I believe is causing them, and how improvement should be measured.
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Initial 30/60/90 Plan
A practical draft roadmap that turns the diagnosis into specific actions in the right order.
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Final Strategy Session
We pressure-test the plan against your people, resources, priorities, and day-to-day operating reality.
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Finalized Roadmap
A 90-day plan built around what your organization can realistically execute—not just what looks good on paper.
There's a difference between a plan that looks great on paper and one that actually works inside your business.
Before your roadmap is finalized, we'll have a strategy session to pressure-test it against the realities I can't fully see from the outside—your people, resources, priorities, and day-to-day operation.
We make the necessary adjustments, and you walk away with a finalized 90-day roadmap built around what your organization can realistically execute.
That's the final product.
No automatic retainer.
You aren't committing to an ongoing consulting relationship by bringing me in for the diagnostic.
Outside support stays optional.
If the diagnostic uncovers areas where additional support may be useful, I'll identify those. If continued work with me makes sense for both of us, we can discuss that separately.
Why Me
I've Been Inside the System
Salesperson going through onboarding
Manager building a productive team
Leader working inside high-turnover sales environments
Training and development systems across multiple markets
I've been the salesperson going through onboarding, the manager trying to build a productive team in a high-turnover sales environment, and the person responsible for improving training and development systems across multiple markets.
I've also been the manager who knew there had to be opportunities to make the system better—but was too busy keeping that system running to step outside of it long enough to figure out exactly where they were.
That's the perspective I bring to your business.
I'm not coming in assuming I know your organization better than you do. You know your business. My job is to bring an outside perspective, a structured diagnostic process, and experience from multiple levels of the sales-development process to help uncover the opportunities that are difficult to see when you're living inside the operation every day.
Start Here
Let's Start With What's Actually Going On
You don't need to book a sales call just to find out whether I might be able to help. Answer three questions about what's happening inside your sales organization. I'll take a look at what you share, and if it seems like there's something worth exploring together, we'll start a conversation.