That’s not “hidden revenue.” That’s cash they already earned sitting in a spreadsheet.
We build, fix, and improve sales teams so they produce more revenue and more profit — without your company leaning on you, or one or two key people, to hit the sales number.
Built for founder-led companies with a sales team — most of them between $10 million and $50 million.
At $10 million, $20 million, $50 million or more, the question isn’t whether you know how to sell. You’ve already proven that. The company exists.
The question is whether the team you’ve built can get you to the next level.
Are you getting enough out of what you already have — the people, the leads, the opportunities you’re already paying for?
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?
Are the extra sales showing up as extra profit — or is the money disappearing somewhere on the way to the bottom line?
Can the team hit the number without you, or one or two key people, carrying it?
And if you put another dollar into sales tomorrow, do you know where it would do the most good?
Those are the questions we help you answer.
You hired the sales manager. Maybe you promoted your best closer into the job. Maybe you’ve got a VP of Sales now.
And you’re still looking at the pipeline yourself. Still questioning the forecast. Still pushing the team. Still stepping into the big deals. And now you’re managing the person who’s supposed to be managing sales.
You thought you solved this two years ago.
You bought the CRM. You paid for the training. You used a recruiter. You changed the comp plan. You added people.
Two produce. Four don’t. And the two who produce could leave.
You’ve got a CRM and it still can’t tell you which deals are actually going to close, or why you lost the ones you lost. You hired two salespeople through a recruiter and neither worked out — and a salesperson who isn’t going to make it costs you the better part of a year before you’ll admit it.
More people. More marketing. More leads. More technology. Revenue may even be up.
And you’re looking at the P&L thinking: with everything we’re putting into this, shouldn’t we be making a lot more money than we are?
None of those were bad decisions. Every one of them was aimed at one piece of the problem.
Nobody looked at the whole thing.
Sometimes you just know:
You already know what your sales team is producing. And you probably have a decent gut feel for what it should be producing.
You’re most likely right about both. The hard questions are the other ones:
– Why is there a gap?
– Where exactly is the money going — or never showing up?
– Which changes would put the most money in your pocket?
– And what do you fix first?
That’s the part almost nobody can answer about their own company, because you’re in it every day.
It’s also the part that decides whether the next thing you try works or joins the list of things you already tried.
It’s easy to grow revenue and assume you’re growing the business. Not always true.
You can hire more salespeople, spend more on leads, raise commissions, discount harder, and stuff more deals into the pipeline — and end up keeping about what you kept before. Sometimes less.
We’ve watched companies add $2M in revenue and nothing on the bottom line.
So we don’t build sales teams to sell more. We build them to make money. That means two questions at the same time:
Most founder-led companies hit the same wall.
You know the customers. You know how to position the company. You handle the hard objections. You know how to close. So when something important comes up, everybody looks at you.
That works for a long time — right up until the company wants to grow past what one person can personally sell.
There’s a second cost, and it’s the one that shows up when you go to sell: a company that needs its owner to make the number is worth less than one that doesn’t. Every buyer knows it. Most owners find out late.
The goal isn’t necessarily to get you out of sales. You may always want to be in the big relationships and the important deals. The goal is this:
We take what works out of your head and build it into a team that can do it consistently.
That’s more than revenue. That’s not being the bottleneck anymore — and a company worth more than it was.
Take a company doing $20M at a 10% EBITDA margin — $2M in earnings. The math works the same at $8M or $80M. The numbers just scale.
Now say the sales team gets measured and tightened up over twelve months. Not reinvented. Tightened. Ten percent more revenue, a little more discipline on pricing and discounting, a little more production per person.
Revenue
EBITDA
EBITDA Margin
That’s about $800,000 more EBITDA a year. Every year, not once.
And if you ever sell, at even a 4x multiple that’s roughly $3.2 million more the company is worth.
Which levers do the work depends on your business. The shape of it doesn’t. And the gain is several times what the work costs — every year, not just the first one.
That’s the point. Not that your salespeople could sell more. That the money already sitting in your sales team is worth several times what it costs to go get it.
Your sales team is an asset you own. We look at it the way you’d look at anything else you own.
Sales Performance
Given your people, your market, and what you’re already spending — what’s the real number?
Per salesperson, per lead dollar, per opportunity.
Economics
Discounting, deals nobody followed up on, opportunities that quietly died, quotes that never got a second call.
Commissions, lead cost, time, everything.
Management & Dependency
Or is every hire a coin flip that costs you a year and a customer list when it goes wrong?
Or does it come back to you every time the number is at risk?
That’s also the first thing a buyer will look at, whenever that day comes.
Scalability & Predictability
Or does it break — and do you have to double headcount to get there?
Can you look at the pipeline in March and know what June looks like?
Or does another million in revenue somehow leave you in about the same place?
Training salespeople might end up being one of twenty-five things we do. It isn’t the work.
There are always a dozen things you could fix. Hire more people. Get more leads. Change the comp plan. Improve closing. Fix management. Redo territories. Raise prices. Keep customers longer. Get the CRM working. Rebuild the process. They might all be good ideas. But they’re not worth the same, and they don’t go in the same order. Our job is to find where the biggest money is, put a number on it, and figure out what matters next. Then build the plan around that.
That’s the difference between a plan and a to-do list.
01
What the team is selling, what it’s costing you, what’s converting, and what you’re keeping.
02
03
The people, the roles, the process, the numbers you watch, and who runs what.
04
05
When You Actually Find It
Business Breakthroughs International (Tony Robbins & Chet Holmes)
They were doing $6M. I found a 15.6% refund rate, 117,000 dormant leads, and 70% of incoming leads being wasted.
Total impact: $14 million per year. Company grew from $6M to $20M+.
Utility Pole Installation Company
They were almost going out of business. I looked at their numbers and found $11 million in uncollected receivables — some over 180 days old.
That’s not “hidden revenue.” That’s cash they already earned sitting in a spreadsheet.
Wireless Software Company
I trained their sales team and focused them on right-fit clients. They went from $3.5M to $6M in year one.
That’s not “hidden revenue.” That’s cash they already earned sitting in a spreadsheet.
Intuit
A $100M division was losing $10M per year. I coached the division head, identified the leaks, and helped implement changes.
A $17 million turnaround.
A broader track record across different businesses, industries, and timeframes.
$5.7M → $8.2M
[Your Name] has spent [30] years building and running sales teams — carrying the number himself, not advising from the outside.
Ran the sales division inside the Tony Robbins / Chet Holmes organization while the company grew from $8M to $27M.
Built and ran sales teams at [Procter & Gamble], [Enterprise Rent-A-Car], and [CBS Television].
Right now runs the entire sales operation for [ClientName] — not advising it, running it.
Host of the CEO Sales Strategies Podcast — [226]+ episodes, [6.7]M reach.
Engagements start at $50,000, and both can include a share of what we help you create.
Your team stays yours. We find the money, design the fix, build the plan, and work with you and your sales leader to put it in.
Right fit when you’ve got someone capable of running it, and what’s missing is the plan and the accountability.
We don’t advise your sales team. We build it and run it.
Right fit when you’re building from scratch, replacing something that isn’t working, or when you’re still the sales team and you need out
We’d rather not get paid the same whether this works or not. Either option can be a flat fee — you keep 100% of the upside — or a lower fee plus a share of the extra money we help you make.
Before we start, we agree on where you are today and exactly how we’ll measure what changed. No arguing about who gets credit a year from now.
Every engagement starts with us looking at your numbers. It’s included, and it’s smaller than you think.
At the end of two weeks you know the number: what your sales team is producing, what it should be producing, what’s stopping it, and what closing that gap is worth to you.
Then we decide together whether it’s worth going after.
Once in a while we look at the numbers and find that sales isn’t actually your biggest problem. Your prices are too low. Something in operations is eating the profit your team is creating. You’re losing customers faster than you’re adding them. Or the company leans on you in ways that go well past sales.
If that’s what we find, we’ll tell you, and we’ll show you. Better to know before you spend another dollar trying to sell your way out of it.
Thinking About Selling?
Building a sales team that makes money is one job. Getting the whole company ready to sell is a different one.
If you’re preparing for an exit — or you just want the company worth substantially more before you decide what’s next — we widen the lens past sales to everything driving revenue, profit, cash flow, risk, and how much the business depends on you.
The question stops being how do I grow this and becomes:
How do I make this company worth a lot more than it’s worth today?
[30] minutes. What it’s doing now, what’s in the way, and what the gap is probably worth.
If it isn’t worth several times what we’d charge to fix it, we’ll tell you that on the call.