Most of the time, it’s not an effort problem. The issue is somewhere else: a poorly defined funnel, an ICP nobody’s actually validated, a pitch that doesn’t land with the real buyer, or salespeople selling on gut feeling because they’ve never had a proper framework to work from.
And when the team has been missing quota for months, disengagement sets in. A team without a clear process doesn’t understand why it’s failing — and that’s what destroys commercial confidence, before anything else does.
I come in, diagnose the full system and build the structure that allows people to sell consistently, regardless of who’s doing it. What I bring isn’t theoretical: I’ve led sales teams in high-growth environments and trained over 100 people across different organisations.
- Results depend more on the individual than on the process.
- The team is getting meetings but struggling to close.
- The CRM exists, but the data isn’t good enough to build a reliable forecast.
- You have no clear visibility on what’s happening at each stage of the funnel.
- New sales hires take far too long to become productive.
- The team has lost its drive and isn’t hitting targets — and nobody’s quite sure why.
- You’re about to make your first sales hire but don’t yet have the infrastructure they’ll need to succeed.
Prospecting → I define the ICP, build the prospecting pitch from the actual product and design the outreach sequences: cold calling, cold email and follow-up cadences to generate pipeline consistently and repeatably.
Conversion → I look at how the team runs its discovery calls and demos, identify where opportunities are being lost and work with each person to develop their own commercial confidence. Real role-play, objection handling and a sales narrative built around the actual buyer journey.
Closing → I structure deal follow-up with defined cadences, organise the pipeline logic in the CRM and set the decision-making KPIs: deal velocity, win rate by stage, forecast accuracy.
Retention → I design the new client onboarding, put churn-reduction mechanisms in place and define how to measure NPS and drive upsell and recurring revenue.
Building the foundation before you hire
A lot of companies hire their first salesperson before they have the infrastructure that person needs to succeed. No defined ICP, no clear process, no CRM that reflects reality. The hire arrives, improvises and fails. Not because they’re not good enough — because the groundwork wasn’t there.
I come in before that first hire, or right after the first failure, to build the foundations: ideal customer profile, end-to-end sales process, pitch and objection handling, CRM set up for real decisions, and a documented sales playbook so the knowledge doesn’t sit with just one person.
Your first salesperson shouldn’t have to figure it all out as they go. They need the structure before they arrive.
I don’t work from a standard methodology. My starting point is always the actual product, the actual market and the people doing the selling — helping each member of the team build their own commercial confidence.
I’ve trained teams across very different sectors because a sale done well doesn’t depend on the product. It depends on the process and a good training. I’ve designed end-to-end sales coaching programmes for teams of 20 to 30 people, achieving a 60% contract signing rate and an NPS of 9+. I’ve led commercial expansion across 10 countries in Southern Europe, secured the highest conversion rate in Europe and trained over 100 professionals in sales and negotiation
Depending on the situation, I implement or optimise sales funnel automation tools, improve CRM flows and logic, or redesign the sales process from scratch.
CRM used