👋 Chris Ritson

Building a sales team starts with understanding what makes it perform.

Building a sales team starts with understanding what makes it perform.

I write about the realities of building and leading sales teams, the assumptions worth questioning, the mistakes I’ve made and what I’m learning along the way.


For founders and sales leaders who want to understand what’s really driving their team’s results.

The Sales Journal

My weekly letter on building and leading sales teams. Personal stories, honest observations and practical Field Notes to use with your team.

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Every Monday at 7:30am UK time.

Read The Sales Journal

The numbers tell you what happened.

Understanding why takes more work.

A

busy team.

healthy-looking pipeline.

record quarter.

All things we tend to associate with good performance.

But do they always mean what we think they mean?

Before deciding what your team needs to do differently, it helps to question what the results are telling you.

What’s working?
What’s getting in the way?

And what are we assuming?

I've spent most of my working life in sales.

I've spent most of my working life in sales.

For fifteen years, I worked in sales and leadership, watching people make decisions under pressure. 

As an SDR, an AE, a manager and a sales leader.

Today, I work with founders and sales leaders to help their teams perform better.

The longer I’ve spent doing this, the more I’ve realised how much of what we think we know about sales performance deserves questioning.

I’ve made mistakes. And changed my mind.

About what good performance looks like.
What people need from their managers.
And what to do when a team’s effort isn’t translating into results.

I’ve made mistakes. And changed my mind.

About what good performance looks like.
What people need from their managers.
And what to do when a team’s effort isn’t translating into results.

I’ve made mistakes. And changed my mind.

About what good performance looks like.
What people need from their managers.
And what to do when a team’s effort isn’t translating into results.

The Sales Journal is where I share those experiences, alongside observations from the work I do today.

Personal stories. Questions worth asking. And, every fourth edition, practical Field Notes you can use with your team.

Something useful to take into the next conversation, meeting or decision.

Putting ideas into practice

Understanding the problem changes what you do next.

My work with founders and sales leaders brings these ideas into their organisations, helping them understand what’s affecting performance and decide what to change.

Advisory

Advisory

Helping leadership teams understand what's underneath complex commercial challenges — and make better decisions about what to do next.

Explore Advisory

Operating Systems

Operating Systems

Helping organisations turn understanding into behaviour by building their successful patterns into repeatable operating systems.

Explore Operating Systems

A different perspective on your sales team. Every Monday.

A different perspective on your sales team. Every Monday.

Join The Sales Journal for personal stories and honest observations about building and leading sales teams—with practical Field Notes every fourth edition.

For founders and sales leaders. Every Monday at 7:30am UK time.