Advisory
Pipeline slows.
Conversion drops.
A manager struggles.
The team misses the number.
Pipeline slows.
I help sales leaders work out what's really happening — and what to do next.
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Not enough pipeline.
A missed target.
A struggling rep.
An underperforming manager.
A strategy that isn't working.
The temptation is to fix the thing you can see.
⤷ More activity. ⤷ More training. ⤷ A new process. ⤷ Another hire.
But fixing the symptom doesn't always fix what's causing it.
Advisory gives you somewhere to step outside the day-to-day, pressure-test what you're seeing and work out what actually needs your attention.
Not another methodology. Not someone arriving with a predetermined answer. An experienced second pair of eyes on the decisions that matter.
A lightweight operating rhythm built around what's actually happening inside your sales organisation.
A deeper working session to step outside the day-to-day, understand what's happening and decide where to focus next.
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A shorter session to review what's changed, pressure-test decisions, and keep the priorities moving.
A second opinion when something can't wait until the next session.
A hire.
A difficult conversation.
A forecast.
A deal.
A team issue.
A decision you're wrestling with.
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Every 90 days, we step back and look across the sales organisation to identify the biggest constraint and establish the priority for the next quarter.
The agenda isn't predetermined. The business determines what we work on.
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It's easy to spend an entire quarter solving whatever problem is loudest. The Quarterly Sales Diagnostic forces us to look at the whole system.
⤷ Direction
⤷ Pipeline
⤷ Conversion
⤷ Rep Capability
⤷ Management
⤷ Operating Rhythm
And answer five questions.
Where are we? What does the evidence actually tell us?
What's getting in the way? What's the biggest constraint on performance right now?
What's causing it? Separate the underlying problem from the symptoms around it.
What matters next? Agree on the priority for the next 90 days.
How will we know? Define the evidence that will tell us whether things are actually improving.
One constraint. One priority. One quarter.
Then we use the advisory rhythm to work through it.
"Pipeline is down. Do we actually have a prospecting problem?"
"One of my managers isn't performing. Is it capability, clarity or something else?"
"The CEO wants us to increase activity. I'm not convinced that's the problem."
"Our reps are having conversations. Why aren't enough of them becoming opportunities?"
"We've invested in training, but behaviour isn't changing. Why?"
"Our forecast says one thing. My gut says another."
"We're changing the sales structure. What am I missing?"
The problems change. The role of the advisor doesn't: help you see clearly enough to make the right next decision.
Founders. Heads of Sales. VPs of Sales. CROs. People making commercial decisions where the answer isn't always obvious and the consequences matter.
You don't need another person telling you how to run your sales organisation.
Sometimes you need someone experienced enough to challenge how you're seeing it.
“Chris doesn't just give you an answer. He asks the questions that make you look at the problem differently. Having someone with his experience to challenge our thinking has helped us make better decisions about where to focus and what to do next.”
As an SDR. An AE. A manager. A sales leader. And now an advisor working alongside founders, Heads of Sales, VPs and CROs across different stages, markets and sales motions.
I've seen a lot of sales problems from different seats that look different on the surface but have surprisingly similar causes underneath.
That's what I bring to advisory. Not all the answers. Pattern recognition.
The ability to look at what's happening, ask the questions others aren't asking and help separate the signal from the noise. So you can make the next decision with greater clarity.
You don't need to know exactly what the problem is before we talk. That's often the point. Bring the sales problem you're wrestling with. We'll work out what's really happening — and what to do next.
Book an Introductory Conversation