THE SALES JOURNAL

The realities of building and leading sales teams.

A weekly letter for founders and sales leaders who want to understand what’s really driving performance.

Personal stories, mistakes I’ve made and things I’ve changed my mind about. Something to help you see a familiar problem differently.

Every Monday, I share a story or observation from my life in sales and the work I do with teams today.

Every fourth edition brings Field Notes, practical ideas and exercises to use with your team.

Mondays at 7:30am UK time.

The Things We Mistake for Performance.

SERIES 01 · 12 WEEKS

A salesperson making 200 calls a day. A pipeline three times the target. A team celebrating its best quarter.

All things we tend to associate with good performance.

But do they always mean what we think they mean?

In this first series, I’m questioning those assumptions through stories from my career and observations from the work I do today.

SERIES 01 · 12 WEEKS

A salesperson making 200 calls a day. A pipeline three times the target. A team celebrating its best quarter.

All things we tend to associate with good performance.

But do they always mean what we think they mean?

In this first series, I’m questioning those assumptions through stories from my career and observations from the work I do today.

Explore The Sales Journal

I’ve spent most of my working life in Sales.

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.

I’ve been the person doing the work, the person managing it and the person trying to understand why the results weren’t what we expected.

Along the way, I’ve made mistakes. Asked the wrong questions. And changed my mind about things I once felt certain about

Those experiences are where this letter begins.

What you’ll find in The Sales Journal.

Stories from my career and observations from the teams I work with today.

Questions about the things we often take for granted: what activity tells us, what a healthy pipeline looks like and whether the time we spend coaching is making a difference.

And every fourth edition, Field Notes, practical ideas and exercises you can take into your own sales organisation.

Personal, useful and occasionally uncomfortable.

Something to take into your next meeting.

A question you hadn’t thought to ask. An assumption worth checking. A familiar problem seen differently.

Perhaps it changes what you ask in a pipeline review.

What you pay attention to in a coaching conversation.

Or what you investigate before deciding your team needs more training, more activity or more people.

That’s what I hope this letter gives you.

A better understanding of what’s happening, and a more considered decision about what to do next.

Start your week with a different perspective.

Join The Sales Journal, my weekly letter about the realities of building and leading sales teams.

Personal stories, honest observations and practical Field Notes every fourth edition.

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