The Problems I Solve
The Problems I Solve
Falling sales rarely have a single cause. Here are the eight problems I see most often, what's usually behind them, and what I work on to fix them.
Leaders lack visibility into performance.
What it looks like
Reports arrive late, numbers differ depending on who you ask, and misses surface at month-end.
What's usually behind it
No agreed KPIs, no single scorecard, no fixed review rhythm.
What I work on
KPI and KRA definitions, scorecards, performance dashboards, and review meetings.
Related service
Revenue GovernanceManagers struggle to coach consistently.
What it looks like
Coaching only happens when something goes wrong, and every manager does it differently.
What's usually behind it
Managers were promoted for selling, not trained to manage.
What I work on
Coaching routines, manager standards, and performance conversations.
Related service
Leadership DevelopmentSales teams work without clear operating systems.
What it looks like
Every salesperson sells their own way, and new hires learn by shadowing.
What's usually behind it
The sales process was never defined or written down.
What I work on
Sales process design, stage definitions, activity standards, and playbooks.
Related service
Sales OperationsPipelines lack discipline.
What it looks like
The pipeline is full of old deals, and nobody is sure which ones are real.
What's usually behind it
No stage criteria and no regular pipeline reviews.
What I work on
Pipeline stage rules, pipeline review routines, and manager follow-up.
Related service
Sales OperationsForecasts become unreliable.
What it looks like
Targets are missed with little warning.
What's usually behind it
Forecasts built on optimism instead of pipeline evidence.
What I work on
A forecasting method and the review discipline to keep it honest.
Related service
Sales OperationsAccountability becomes inconsistent.
What it looks like
The same issues come up in every meeting, and missed commitments carry no follow-up.
What's usually behind it
Unclear ownership and no system for follow-through.
What I work on
Clear ownership, KRAs by role, review meetings, and escalation rules.
Related service
Revenue GovernanceStrategy fails during execution.
What it looks like
The plan launches in January and is forgotten by March.
What's usually behind it
Priorities were never turned into owners, measures, and review dates.
What I work on
Strategic planning facilitation, execution roadmaps, and quarterly reviews.
Related service
Strategic GrowthGrowth depends too heavily on individual performers.
What it looks like
A few top performers carry the numbers, and losing one hurts the whole business.
What's usually behind it
Results rely on people, not systems, and there's no management bench.
What I work on
Role clarity, organizational structure, manager development, and recruitment and activation systems.
Related service
Organizational DevelopmentRecognize Your Business Here?
The assessment helps pinpoint which of these is costing you the most.
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