When I'm not coaching, I'm coaching.
Player Development & Behavioral Change
Fifteen seasons of championship club basketball, finding talent and building confidence. A licensed crisis and suicide-prevention counselor with 988, connecting with strangers on their worst day to help them enact change.
Coaching isn't something I picked up for this business.
Different backgrounds, different gaps, same job. Find what's in someone's way, and get them to their best version, whether that's someone in crisis, an athlete with the game on the line, or an AE about to crush quota.
No Politics. Just the Data.
VP to CRO, seed to public. I've been accountable for the number in more board meetings than I can count, so I know how much gets softened before it reaches the top.
As an outsider, I have no politics to play and no seat to protect. My findings come straight from your calls, your reps, and your deals. If there's a blind spot, you'll hear about it, with the evidence to back it up.
Guest lecturer at Sales Assembly and Temple University. Chapter Head & CRO School graduate at Pavilion. Certified Revenue Architect via WbD.
How I Learned This.
Fifteen-plus years in revenue leadership. I've succeeded and failed more times than I can count. Every one of those was a lesson in how to win at sales, lessons I can fast-track for you so you skip the pitfalls.
I was supposed to be the in-house expert at all things revenue. ICP, verticals, PLG, pricing, forecasting (so precise I knew to the dollar how much I'd miss by), unit economics, pipeline, CRM, and more. I never mastered it all. Nobody does, whatever their LinkedIn says.
What I did was triple down on the one thing I was actually born to do, coach. Everything else kept the seat running. Coaching is what took net-new ARR up 50 percent-plus, year after year, everywhere I did it.
I've run that play a dozen times, tailored every time. It's the only one I still run.
Considering Doing This In-House?
Revenue leaders should be amplifying the coaching, not delivering it. One person can't do both.
- Expertise in coaching is a rare talent. Every elite performer keeps an outside coach.
- Your managers are experts at selling, or at running a team. Coaching to behavior change is a different discipline, and they were never trained in it.
- The internal leader doesn't have the bandwidth to do it consistently. The CEO keeps pulling them onto the next fire.
- Coaching your coaches is part of what I deliver. It makes your managers look good. It doesn't replace them.
A coach is someone who can give correction without causing resentment.
Coaching is unlocking a person's potential to maximize their own performance.
That's the pitch. And you'll get more than you pay for.