Founder intervention is still part of the process
Your team can run the meeting, but the deal often needs your judgment to become clear, credible or actionable.
Sales advisory · Coaching · Conversation analysis
Your company is selling.The system behind it is still hard to see.
I help B2B founders and sales leaders turn real sales conversations into a clearer process, stronger coaching and a sales system their team can repeat.
Based in Florida · Remote advisory worldwide · In-person workshops on demand
The daily sales reality
Name the problem before adding another sales theory.
The first signals are usually already present - in the deals leadership rescues, the meetings that fade after a promising start, and the feedback that never becomes a shared standard.
The CRM shows where a deal is - not why it is stuck
Stages, notes and activity are visible. The missed question, weak point of view or unspoken risk usually is not.
Good conversations do not become team capability
The strongest language, objections and coaching moments remain trapped inside individual calls and individual heads.
More activity creates more noise, not more confidence
Leadership pushes volume because it cannot yet distinguish a pipeline problem from a conversation or management problem.
A useful point of view
Repeatability starts when good judgment becomes visible.
That is why the work starts with evidence already inside the business: buyer language, calls, meetings, follow-up, decisions and manager interventions. Frameworks come later, when we know what they need to solve.
Ways to work together
Three ways into the same sales system.
The format follows the constraint. Conversation analysis is often the fastest route to clarity, but the work can extend across the funnel, leadership system and team standards.
01Signature diagnostic
Sales Conversation Audit
A precise review of cold calls and sales meetings to reveal where conversations move, stall or lose credibility - individually and across the team.
- Call and meeting analysis
- Individual + collective scorecards
- Recurring patterns
- Call libraries
- Updated conversation structures
- Coaching priorities
02For founders and sales leaders
Advisory & Coaching
A working partnership for leaders who need to sharpen their funnel, their own conversations, or the way they coach the team.
- Founder-led sales
- ICP and messaging
- Discovery and follow-up
- Objections
- Management rituals
- Scaling commercial judgment
03For shared execution
Team Sales Systems
Turn field learning into onboarding, workshops, coaching routines and a playbook the team can actually use and improve.
- Living playbooks
- Workshops
- Manager scorecards
- Onboarding
- Objection frameworks
- Real-call examples
A playbook should be a living system built from real sales conversations, not a static manual nobody reads.
How the work moves
Listen first. Change what the evidence supports.
Call analysis is a mechanism, not the entire positioning. It gives us a reliable way into the commercial system - then the diagnosis determines how far the work should go.
- 01
Listen
Real calls, meetings, buyer language and the current process - not a sanitized version of how the funnel is supposed to work.
- 02
Diagnose
Separate the visible symptom from the commercial constraint creating it, and distinguish individual patterns from system problems.
- 03
Form a Point of View
Decide what should change, what should stay, and why - strong enough to guide action, open enough to be tested.
- 04
Practice
Use call reviews, role-play, scorecards and active coaching to turn an idea into observable behavior.
- 05
Systemize
Translate effective behavior into standards, examples, playbooks and management routines that keep learning from the field.
Selected engagements
Evidence, without the victory lap.
Three different starting points: founders structuring instinct, a strong Head of Sales transferring judgment, and a full team creating one shared view of its conversations.
CASE 01
Brique House
One Shared Standard for Sales Conversations
Team audit · Cold calls and sales meetings
Starting point
Internal and external teams used different approaches. Good practices did not circulate, meeting volume produced no-shows and low-quality meetings, messaging stayed too company-centric, and managers lacked a shared coaching view.
The work
Cold-call and meeting audits, individual reports, collective scorecards, call libraries, Cold-call Script 2.0, a meeting framework, objection handling and coaching recommendations.
Observed outcome
The internal team adopted the new approach. Salespeople reported more discovery, more precise conversations, better personalization and a clearer view of their own improvement areas.
19Brique House Brothers converted by the 17th of the measured month
Fewer than 30 during the full previous month
This is a business signal observed after implementation, alongside lower external calling intensity and more reasonable meeting volumes - not a claim of isolated scientific causation.
CASE 02
Warren & Helder · Entourage Recrutement
From Instinct to Repeatable Sales Structure
Founder-led sales
Starting point
Prospecting was scattered and inconsistent. The founders used different approaches, closed calls and followed up weakly, and relied heavily on volume. Useful behaviors existed, but remained instinctive.
The work
Cold-call structure, pain exploration, call reviews, role-play, scorecards, peer coaching and follow-up mechanics.
Observed outcome
By the end of the engagement, both founders described a clearer understanding of the sales structure and had formalized behaviors that had previously been instinctive. Warren reported feeling significantly more comfortable on calls and getting answers he had not obtained before.
CASE 03
Rudy · Brauman & K
Commercial Reasoning Transfers to the Team
Head of Sales · Management system
Starting point
Rudy was already a strong commercial leader. His team averaged approximately 2.3 sales per salesperson versus a company average closer to 1.3. His question: how do I scale what I know without becoming the bottleneck?
The work
R1 and R2 frameworks, self-analysis grids, manager coaching signals, onboarding, call analysis, deal-review routines and the transfer of Rudy’s implicit judgment to his salespeople.
Observed outcome
A more interactive onboarding experience, better reported learning uptake, more explicit conversation analysis and a progressive transfer of the manager’s commercial reasoning to the team.
Built from inside the roles I now coach.
More than ten years in B2B sales - from BDR to Account Executive, Sales Manager and Head of Sales - followed by the experience of building and operating businesses myself. I work with founders, managers and complete teams on the commercial systems they are responsible for today.
The coaching stays grounded in real commercial conversations, not theory alone.
10+ yearsin B2B sales
BDR → Head of Salesacross the commercial funnel
Founder · Manager · Teamengagement experience
US + Europeremote and in-person work
Fit
Best when there is something real to inspect.
+A strong fit
- You already have real sales conversations to analyze.
- You want to understand the constraint before choosing the solution.
- Leadership will expose real calls, test behavior and stay involved.
- You want commercial judgment to become a team capability.
−Probably not the right fit
- You want a magic script that removes the need to think.
- You only want more activity, regardless of conversation quality.
- You want a generic process imposed without understanding your market.
- Your team cannot yet provide real conversations or field evidence.
Find where your sales process is breaking.
Bring a current sales challenge, a call or a situation involving your team. We will identify what deserves attention first.
Find where your sales process is breakingCalendly · No qualification form