What the team is selling, what it costs, what converts, and what you keep.
We build, optimize, and manage sales teams by identifying what’s limiting revenue and profit, then improving systems, management, and accountability while reducing dependency on key individuals to drive better results.
Built for founder-led companies with a sales team—most of them between $10 million and $50 million.
For a $10M+ company, the question isn’t simply whether sales can grow. It’s whether the sales organization creates more revenue, more profit, and more value without increasing owner dependency.
01
How much more could your existing sales team produce?
02
How much of that additional revenue becomes profit?
03
Can the team produce without you carrying the number?
04
A more profitable, predictable, independent company is worth more.
The strongest opportunity is often already inside the company—in the numbers, process, and people already there.
Annual impact
Collected in 90 days
Growth before exit
Turnaround swing
At $10 million, $20 million, $50 million or more, the question is not whether you know how to sell. You have already proven that. The company exists.
The question is whether the team you have built can get you to the next level—and whether it can do that without adding more complexity.
Those are the questions we help you answer.
01
Are you getting enough out of what you already have — the people, the leads, the opportunities you’re already paying for?
02
Could the team you already have produce another $500,000, $1 million, $5 million — without just adding people, spending more on marketing, and adding more complexity?
03
Are the extra sales showing up as extra profit — or is the money disappearing somewhere on the way to the bottom line?
04
05
There are usually several possible fixes. They are not worth the same, and they do not go in the same order.
01
There are usually several possible fixes. They are not worth the same, and they do not go in the same order.
02
You invested in people, training, systems, and leads, but the results still depend on two producers.
03
Revenue may be up, but discounting, poor follow-up, or low margins keep the money from reaching profit.
04
There are a dozen good ideas. The hard part is knowing which one will put the most money in your pocket first.
Four examples of finding more value inside the sales organization and the customers the business already had.
We do not hand you a report and disappear. We put the work in place, measure what moved, and improve from there.
01
What the team is selling, what it costs, what converts, and what you keep.
02
Specific fixes with specific dollars attached—not vague advice to “improve closing.”
03
The roles, process, numbers, and management structure the business actually needs.
04
Biggest money first, with clear ownership and a clear way to know it is working.
05
Fix one thing. Measure. Find the next. Small improvements multiply.
CEO Sales Strategies
Doug C. Brown helps founder-led companies find the sales performance and profit already inside their business. He has built businesses, sold at the highest levels, and built and led sales organizations that make money.
This is not theory. It comes from doing the work.
Four examples of finding more value inside the sales organization and the customers the business already had.
Your team stays yours. We find the money, design the fix, build the plan, and work with your sales leader to put it in place.
— Working sessions with you and your sales leader
— Process, compensation, numbers, and management design
— Quarterly review of what actually moved
We do not just advise your sales team. We build it and run it until it is producing and your people are ready to take it forward.
— Performance management and handover to your team
30 minutes. What your team is doing now, what is in the way, and what the gap may be worth. If it is not worth several times what it would cost to fix, we will tell you.
Confidential conversation. No obligation to move forward.
Book a conversation
Pick a time that works for you. A private 30-minute call to review what is happening now, what is getting in the way, and where the opportunity may be.
Case study
Approximately $60 million
All 16 Salespeople Went Over Quota
Objective
Each of their four locations were not producing enough revenue. Sixteen salespeople, and all sixteen were under quota. Not disastrously. Each was a little short, which is the harder problem, because there’s nothing obvious to investigate.
The sales team was measured on room revenue. That was the number. Food, parking, spa, event space, and the other revenue a customer generated for the property weren’t part of it.
Corporate rates were being discounted almost automatically, without anyone looking at what those discounts were worth over the course of a year.
Meanwhile, the CEO was still working deals himself. He knew the team was going to miss its number, and he knew he could close, so he stepped in.
Action
I changed what they sold and how results were measured. Not just the room, but the whole customer: rooms, food, parking, spa, and event space. We looked at the corporate discount structure across a full year, calculated what those discounts were actually costing, and rebuilt it. We also built repeat bookings into the sale. A company coming in for a training event could also become the holiday party, the leadership meeting, and the annual conference.
All of it with the team they already had. No new leads. No new hires. Nobody replaced.
Result
Within six to ten months, all sixteen were over quota, averaging about 10 percent over. The same sixteen people who had been missing the number were the ones who beat it. And the CEO got out of the sales process entirely. He now spends his time acquiring properties and building the portfolio with investors.
What worked there wasn’t hotel knowledge. It was arithmetic. More money coming in, less money going out, applied to the sales organization instead of the whole company.
Case study
Approximately $48 million
Objective
They were doing about $48 million and sliding. One number came off the page immediately: 87 percent turnover in customer service and operations.
I asked the owner about it. He told me that rate was normal for the industry. However, it wasn’t normal. It was a symptom, and the cause was somewhere.
Then I looked at the pipeline. 62 percent of their leads were dying in Stage 1, while the ones that reached Stage 3 converted 34 percent of the time. They didn’t have a lead problem. They had so many leads that the reps could cherry-pick the easy ones and let the rest die. And there was no consequence for doing it, because the company just kept feeding them more.
Action
I replaced the sales manager, moved training from twice a month to four days a week, and taught the new manager to run the numbers underneath the revenue number. Additionally, I installed a follow-up process around the 62 percent that were dying at the first stage.
The turnover traced back to one top sales rep, who was terrorizing the two departments that had to fulfill everyone’s deals. The owner wanted to keep him, and that was his call, so we put a buffer between him and them instead of firing him.
Result
In four and a half months, this company that was sliding was growing again. Revenue grew by more than $2 million. Turnover dropped from 87 percent to below 3 percent. The sales system carried the company to $110 million over the next two years.
Case study
Approximately $6 million
Objective
Five salespeople were selling a $12,000-a-year software subscription, mostly from inbound, marketing-qualified leads. The founder wanted more revenue, and thought the obvious answer was more leads.
Action
I started with the eight common sales metrics that move revenue and found opportunity in five of them. We didn’t need all eight.
The founder looked at that list and figured it might be worth another 5 percent, as none of those changes looked particularly impressive on its own.
Lead-to-conversation rate moved from 40% to 42%. Conversation-to-demo rose from 50% to 53%. Demo-to-proposal lifted from 50% to 52%. The proposal-to-close rate edged up from 20% to 21%. Average deal size went from $12,000 to $12,500.
Result
Together they produced approximately 25 percent more revenue from the same lead volume, the same five-person sales team, and the same product. The founder expected maybe 5 percent, but he got five times that. On a $6 million company, that yielded $1.5 million more from a sales system they already owned. No additional leads or new salespeople were needed.
Case study
Approximately $8 million
Objective
Nothing was broken. The company was profitable, well run, and had plenty of loyal customers. Four locations doing about $4 million in retail, with a catering operation running close to the same.
They also had a product people loved: a large, fresh-baked cookie sitting a few feet from the register.
The opportunity wasn’t in creating something new. It was in getting more economic value out of something the business already had in place.
Action
We came at it from two directions. At the register, we added a simple offer at the end of the order instead of leaving the second sale up to the customer. Then we took the same product and made it the opening move for outbound catering, delivering fresh cookies to nearby offices, businesses, and medical buildings to introduce the catering operation.
No new location. No new infrastructure.
Result
Nearly $1 million in additional annual revenue, a 13 percent lift on the whole company. About 20 percent of customers added a cookie at the register, which, across roughly 700,000 annual transactions, produced about $340,000. Catering grew 18 percent, adding another $660,000.
The lesson was not about cookies. It’s about how you get more value from the customers you already have. And how do you use what already works to bring in new ones?