My assignments are most successful when I do three things well. I start with 1:1’s with the CEO and stakeholders. I gather different info from different people, but I also pattern match by getting multiple views of the same questions. I read back to the CEO what I see as the goal, challenges, and plan. If not in agreement, we don’t proceed. If we are, we launch with alignment on vision, milestones (and urgency). The most important part of my job is the building of the team, the processes and the change management. I don’t just fix a problem, I enable a growth engine that continues without me.
I’m most useful post Series B or C, when the company has a strong product/market fit, most sales are no longer founder-led, but the board does not (yet) have confidence in the engine. Examples of challenges:
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Company had good talent, but flat growth (and no levers for improve). Working with CEO, CFO and Revenue leaders, returned the team to strong growth thru new sales playbook, process and model.
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Healthcare Tech CEO was attracting investor interest due to market momentum, but poor revenue growth and strategy. Represented company on due diligence calls, then built out GTM model.
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CEO ready to raise a series B, but existing VP of Sales had capped out. Ran sales team during the raise, instilled new sales discipline, hit forecasts and drove growth.
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Former client, whom I had helped replace a CRO with a better model, felt his team had stalled. Through refreshed training and coaching, I increased BDR yield, AE close rates, and CS expansion.