Setting revenue targets is easy.Hitting them is hard.

Both, at once. Commercial execution — pipeline, conversion, sales execution — and human performance — focus, resilience, leadership behaviour — are treated as one system, not separate tracks.

B2B SaaS sales organisations and their leaders, where the strategy is already ahead of the execution.

The Performance Capacity Audit surfaces what's missing and a blueprint quickly. Executive Performance Coaching runs a minimum of 3 months, and the Team and Sales Performance Program typically runs 3–12 months. The diagnosis is fast; building consistent execution takes sustained work.

Engagements can focus on the individual leader through Executive Performance Coaching, or extend to the wider team through the Team and Sales Performance Program, depending on where it's needed most.

Most engagements start with the Performance Capacity Audit, to find what's missing before deciding what's needed next.

The goal is simple: build a sales organisation that performs better without depending on me. People take greater ownership of their performance. Managers coach rather than rescue. Priorities are clearer, execution is more consistent, and the commercial system supports the way the team actually works. Where there are weaknesses, in capability, behaviour, process or structure, we identify them, address them and measure whether things are moving in the right direction. The result is a more focused, accountable and predictable sales organisation with the capacity to turn strategy into consistent execution, and execution into revenue.

The approach scales by changing the level of intervention, not by simply adding more one-to-one coaching. With a smaller sales team, I can work directly with individual sellers and managers. As the organisation gets larger, the focus shifts towards diagnosing where the biggest performance weaknesses are, working with sales leadership and managers, and building the capabilities, behaviours and commercial structures that can scale through the organisation. So with 25 reps, the work might include more direct involvement with selected individuals or teams. With 100 reps, I would work much more through leadership, managers, cohorts and the existing operating system, using data to identify where intervention will have the greatest impact. The exact approach depends on where the execution gap is. The principle stays the same: diagnose first, then design the intervention around the organisation rather than forcing the organisation into a fixed programme.