Revenue Has Stalled
The team is working hard. Activity looks fine. But the number stopped moving and nobody can tell you exactly why.
Private CEO Advisory
The Growth DecisionsAre Still Yours Alone.That's the Problem.
You built a company that works. But the calls that actually move revenue — the hire, the deal, the price, the person you need to replace — still land on your desk with no one to think them through with. Revenue. People. Communication. Strategy. Decisions.
Let's fix that.
Built from 25+ years inside sales, leadership and high-stakes negotiation
Why CEOs Call
The Situations That Quietly
Decide Your Year
None of these show up as an emergency. They show up as a decision you make alone on a Tuesday — and then live with for four quarters.
Founder-Led Sales
You are still the best closer in the company. Every meaningful deal routes back through your calendar.
The Wrong Sales Hire
You are about to hire a VP of Sales and you are not certain what you should actually be evaluating.
Deals Dying Late
Opportunities look strong through the middle of the process, then quietly go dark at the end.
The Pricing Argument
Someone on your team is convinced the answer is to lower price. You suspect the real problem is value.
A Conversation You're Avoiding
An underperforming leader, a difficult partner, a major renegotiation. You know it needs to happen.
The Key Person Problem
Your best salesperson is producing—but creating problems you can't afford to ignore.
The Growth Transition
What worked at $5M isn't working at $15M. The company has changed faster than the way you run it.
The Center of Gravity
Revenue is the anchor.
Judgment is the product.
I help CEOs make better decisions around the people, conversations and commercial situations that drive growth.
Sometimes that's a sales problem. Sometimes it's a hiring decision. Sometimes it's a negotiation, a leadership issue or a conversation that can't be mishandled.
The problem determines the conversation. The goal is better judgment.
Primary
Revenue & Growth
Pipeline, deals, pricing, business development, commercial strategy. The economic center of every conversation we have.
Secondary
People & Performance
Hiring, leadership, accountability, management. Most revenue problems turn out to be people problems wearing a disguise.
Third
High-Stakes Conversations
Negotiations, messaging, executive communication, the conversations you'd rather not have. This is where deals are won and lost.
The Asymmetric Cost of Getting It Wrong
The Cost of a Bad Decision Is Often Much Larger Than the Cost of Good Advice.
At the CEO level, the most expensive mistakes are rarely obvious when they are made. A poor hire. A missed opportunity. A mismanaged negotiation. A weak sales leader. A customer relationship handled badly. A decision delayed for six months. The visible cost may be one number. The downstream cost can be many times larger.
01
A Bad VP Sales Hire
Potential exposure: $400K–$1M+
Salary, benefits, recruiting costs, severance, management time, missed targets, damaged morale and pipeline that never gets created or converted.
02
A Major Deal Lost
Potential exposure: $250K–$1M+
One poorly handled discovery process, proposal, negotiation or executive conversation can put an important account at risk.
03
A Sales Team That Underperforms
Potential exposure: Hundreds of thousands to millions
Underperforming reps, weak management, poor qualification and inconsistent execution compound across an entire sales organization.
04
A Sales Cycle That Runs Too Long
Potential exposure: Significant working capital + lost opportunities
Every month an opportunity remains unresolved delays revenue, consumes management attention and increases the likelihood of losing the deal.
05
A Pricing or Negotiation Mistake
Potential exposure: $100K–$500K+
One poorly handled negotiation can permanently reduce the economics of a major contract.
06
Losing a Key Customer
Potential exposure: $100K–$1M+
The immediate revenue loss may only be the beginning. Replacement acquisition costs, reputation, referrals and future expansion can also disappear.
07
The Wrong Sales Message
Potential exposure: Millions in missed pipeline
When prospects do not understand the value quickly, opportunities can disappear before the sales team ever gets a chance to compete.
08
Delayed Leadership Decisions
Potential exposure: Months of lost momentum
The cost of repeatedly postponing an important hire, organizational change, pricing decision or strategic move compounds over time.
09
A High-Performing Employee Who Becomes a Management Problem
Potential exposure: Significant
One person's behavior can affect team morale, customer relationships, management bandwidth and the performance of everyone around them.
10
A Critical Conversation Handled Poorly
Potential exposure: Difficult to quantify—and potentially enormous
A poorly handled conversation with a customer, executive, partner, employee or prospect can permanently change a relationship that took years to build.
The point isn't that every decision is expensive. It's that the important ones deserve an experienced second perspective.
The Scope
Bring Me the Situation.
The advisory relationship is deliberately broad because the situations facing a CEO rarely stay inside one department.
Revenue & Sales
Pipeline, deals, pricing, business development and commercial strategy.
People & Performance
Hiring, leadership, accountability and difficult personnel decisions.
High-Stakes Conversations
Negotiations, customer situations, executive conversations and difficult discussions.
Growth & Scale
Moving beyond founder-led sales, entering new markets and adapting as the company grows.
Messaging & Positioning
Clarifying what you're selling, how you're communicating it and why prospects should care.
Executive Decisions
The decisions that don't belong neatly to one department—but still land on your desk.
If it's important, consequential and difficult to think through alone, bring it to me.
What You Bring Me
Real Problems. Real Conversations.
Real sentences from real calls. Every one of them ends up being about revenue — but almost none of them start there.
- “We're hiring a VP of Sales. What should I be looking for?”
- “Our team is working hard but revenue has stalled.”
- “I've got a $1M prospect meeting next Tuesday.”
- “My sales manager thinks we need to lower pricing.”
- “Our reps aren't communicating value.”
- “We're losing deals late in the process.”
- “I need to let my VP of Sales go.”
- “We're expanding into a new market.”
- “I'm about to negotiate a major contract.”
- “My founder-led sales model isn't scaling.”
On-Demand Advisory
Reach out when something important happens. A deal, hire, negotiation, customer, employee or decision doesn't need to wait for a scheduled meeting.
Monthly CEO Review
Once a month, we step back from the immediate issues and look at the business from the outside in—revenue, people, opportunities, risks and decisions that may be getting deferred.
Preparation Before It Matters
When an important meeting, negotiation, hire or difficult conversation is coming, we prepare before you walk into the room.
Quarterly Perspective
Every 90 days, we step back further: what's changed, where you're exposed, what's working, and what deserves your attention next.
In-Person Advisory
4x a year, we take the work into the business and spend a full day together focused on the decisions that matter most.
The Advisor
Not a consultant. An outside advisor.
I work privately with CEOs, founders and owners of established service businesses to help them navigate the sales, leadership and communication challenges that directly affect growth.
I won't rebuild your CRM, write your comp plan or audit forty calls a month. I'm the person you call when something is happening that affects revenue, growth, people or an important relationship — and you want to think it through with someone who has seen it before.
Better judgment when the stakes are high. That's the whole offer.
25+ Years
Selling, leading and building commercial teams
Service Businesses
Firms where people, relationships and revenue are tightly connected.
CEOs & Owners
One relationship, direct, no account team
Private
Confidential by design. A direct relationship with no account team or junior handoff.
Straight Answers
Questions CEOs Ask First
Are you a consultant?
Not really. I'm an outside advisor. I don't produce decks, rebuild your CRM or manage your sales team. You bring me what you're dealing with and we work through it together.
How is this different from hiring a consultant?
A consultant is typically engaged to solve a defined problem and deliver a defined outcome. This is different. You have direct access to me as an outside advisor. The situation can change from month to month because your business does. You don't hire me to deliver a project. You hire me to help you navigate the important ones.
Is this sales consulting?
Revenue is the economic center of the work, but the actual problems are usually a mix of sales, people, leadership and communication. I go where the problem is.
Who is this for?
CEOs, founders and owners of established service businesses who already have a working model and are carrying the growth decisions largely alone.
What does it cost?
This is a private advisory relationship, not a standardized consulting package. The investment is discussed privately once we determine whether there is a strong fit.
Private CEO Advisory
You Don't Need Another Consultant.
You May Need Someone in Your Corner.
Tell me what's actually happening in the business right now.
We'll determine whether I can be useful.
If I can, we'll talk about what an advisory relationship would look like. If I can't, I'll tell you that too.