Find out what it takes to step out of the selling seat.
In three weeks, you'll know where your revenue still depends on you, what's holding growth back, and what to do about it first.
Three weeks. Fixed scope. $6,500.
You've built a company that works. But you're on the big deals, you hold the key relationships, and the forecast lives in your head.
You may have hired a salesperson or two who didn't stick. You're wondering whether a sales leader is the answer or just another expensive bet.
Most founders here don't need more effort.
They need a clear picture of what's happening, and a plan that puts structure in place before headcount.
Founders of B2B service companies doing roughly $3M to $20M who are still the main seller.
You're asking whether to hire a sales leader, your forecast feels like guesswork, or you want to know what it takes to step back without growth stalling.
How deals get won today, where you're involved, and where you want to be.
Three to five customers on why they bought, why they stay, and what almost made them walk away.
What's in your pipeline, how it's tracked, and how much you can rely on.
Your last ten deals won and lost, to find the patterns.
A working session at the end of week three to walk through what I found. You leave with:
Where revenue still runs through you and what it takes to hand each piece off.
A sales leader now, later, or a different role first, and why.
The first specific steps, written so you or your team can run it with or without me.
Kickoff, founder sessions, and access to your CRM and pipeline.
Customer conversations and the deal review.
Analysis, then the readout session with the findings and the plan.
“At Prescription Aesthetics and Wellness, we built the sales process and operational foundation before any money went into advertising. The relationship continued well beyond the initial engagement.”
Owner/CEO, Prescription Aesthetics and Wellness
About four to five hours across the three weeks, mostly in week one and the readout.
That's up to you. Most founders take the plan and run with it. We may talk about working together longer, with no expectation and no pitch in the readout.
I frame the conversations as a customer experience review. They're short, respectful of their time, and usually appreciated.
The assessment works because it looks at the full picture. If you need something narrower, we can talk on a call.
Book a short call to make sure the assessment is the right fit, and we'll set a start date.
The Revenue Structure Assessment