What kind of clients do I take? 

I’m interested in companies that want a coaching and teaching relationship—not those that expect somebody to consult and leave. If you’re interested and open to coaching about where you need to be to get the most out of your organization and the why behind it, we might be a good fit. I prefer to be in the trenches with you figuring things out and executing, not distributing band-aids via Zoom.

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Some consultancies get the (deserved) reputation as dispassionate teardown specialists. And, frankly, some companies prefer others to come in and do some of the dirty work they don’t want to confront themselves. Those projects aren’t as interesting to me. I prefer to work with organizations that are interested in maximizing what they have and expanding from there. It’s not always the easiest work, and the progress usually isn’t a clean, linear plotline. If you aren’t patient enough to see the value of crucial, small details adding up to something more significant than the whole, we’re probably not a good fit.

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No management team has all the answers, but the best ones have one trait in common. They really are teams, where everyone is pulling for the same goals—or is willing to once those get settled! Like the locker rooms of the best run sports teams, they move and flow with each other and compromise. They’re not staking out their own turf and fighting for it. If you have a team like that in place, our work will be much more productive.

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Broadly, my clients tend to be established businesses that have reached a sales plateau or experiencing organic growth and are interested in building a predictable process to scale. As a result, my work is sector agnostic—the principles and application are consistent from company to company, while the playbook we design is specifically tailored to your situation.

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A typical engagement begins with an introductory meeting to see if we might be a good fit. Moving forward, we work together on a 90-day retainer and evaluate at the end of those three months. The majority of my engagements go on to become 12-to-18 month engagements, and range from a monthly consulting retainer to a specific work-for-hire agreement to bring a defined project to conclusion. I teach flexibility, adaptation and growth—and I’d be a hypocrite if I didn’t practice those qualities in my own consultancy!

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At the end, you’ll leave with the tools to be consciously competent throughout your sales process. We’ll have the direct, frank conversations that most organizations and leadership teams aren’t having, and you’ll learn how to build those conversations productively into your culture. You’ll know exactly what you do well and why, and what to do when you aren’t seeing the results you want. You’ll be able to identify and prioritize the activities that support your goals, and understand what helps or hinders scale. Instead of twisting and turning an ocean of analytics to prove a point you’re trying to make to yourself (or a potential investor), I’ll show you how to use analytics to reveal best practices and help the revenue story almost tell itself.

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If we do it correctly, you’ll quickly reach a point where you don’t need me anymore!