Through our blog posts, we are looking to share not only the value that interim and fractional sales leaders bring to an organization. We also cover a variety of topics and share our experiences, all of which are part of the “day-in-a-life” of a sales professional.
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As a founder, owner, CEO, or board member, you define your needs: the goals you want to accomplish, the specifics of your sales structure, the nature of your product, the target markets, etc. …and there is most definitely someone out there who has done that before. The perfect match is bringing their experience into your organization!
Read MoreWhat appears to be an absence of structure, invites everyone to have an opinion. And everyone becomes an expert on how to structure and execute sales, how to pitch to a customer, and to think that the value proposition is really a no-brainer.
Read MoreAfter 25 years of leading sales teams, I have an “assertive and dogmatic” view of what constitutes great sales leadership that I am “firmly or [perhaps] unduly” adhering to.
Read MoreIt is the “Paradox of Choice”: while increased choice allows us to seemingly achieve better results, it also leads to greater anxiety, indecision, paralysis, and dissatisfaction.
Read MoreThere is a lot out there: advice from founders and investors, stories of unicorns, tools and services that claim to guarantee success, ultimate tips and steps, … Starting, growing, and succeeding with a startup is complex and has a multitude of aspects.
Read MoreIn a well-functioning process, numbers are used to standardize, clearly identify the success factors, and measure outcomes of not just the end result but every step along the way.
Read MoreApologizing is a human behavior that acknowledges and resolves an issue. In business, it’s more than learned behavior; it’s an essential part of a growth strategy. Apologizing to a disappointed customer can i.e., reduce returns, increase brand reputation, retain loyal clients, increase recurring revenue, and even avoid a legal challenge.
Read MoreThe ratio between those two is a balancing act, one that does determine whether the solopreneur is successful and their practice survives. But is there an ideal ratio, an ideal amount of time to spend on Business Development?
Read MoreFrequently, when speaking with startup founders, I hear the comment, “we are not ready for a sales leader.” The reasoning provided includes lack of funds (“we need to generate some revenue first”), a sequence in hiring (“we are busy hiring AEs and SDRs”), or delays in product development (“the product is not ready for primetime”).
Read MoreThere is an (almost) unlimited number of authors and content on this subject. And for a good reason: Perfecting your sales process and perfecting the management and repeatability of that process leads to more deals and more revenue for your business.
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