About
You've got revenue goals that matter, a sales team that isn't quite firing the way it should, and a growing sense that something in the system is broken β you just can't name it yet.
Maybe your top rep leaves and suddenly the pipeline collapses. Maybe you're adding headcount but not revenue. Maybe every quarter feels like starting over.
That's revenue drift β and it's more common in mid-market industrial companies than most CEOs want to admit. It's not a people problem. It's a system problem.
Where I come from
I've been in your seat. Promoted into a role where I had to hire four salespeople, backfill my own position, and hit a number that felt impossible β all while managing markets I knew and a sales system I didn't have.
I figured it out the hard way. Then I built a process. Then I hired quota-busting reps and hit the number β at a company that had no formal sales system at all.
What I learned is that the process was never the end goal. It was the foundation for something more important: a performance culture. And that's what your revenue system is really for.
What I do now
I work with CEOs of mid-market B2B companies β manufacturing, distribution, food processing, medical devices β who are tired of guessing why their revenue isn't where it should be.
I diagnose the drift. I build the system. And I help you lead it.
