B2B Sales Advisory
Thirty years in quota-carrying sales roles, at global enterprises and startups alike.
Your forecast missed again and nobody in the room can really explain why, only that deals "slipped." Maybe you've stopped trusting the pipeline in the CRM, and honestly, so has your CRO. Revenue's flat, or sliding, and the explanations get a little more creative every quarter - or maybe nothing's actually broken, the team just outgrew the process that got it this far.
Whatever it is, the problem was never that you couldn't see it. It's that you've stopped trusting anyone to tell you about it straight.
Thirty years inside enterprise sales
Three decades in quota-carrying roles and sales leadership, at corporate names like Xerox, Cisco, Samsung, Oracle, and SAP, and at private companies and startups building a sales function from nothing. Always as the person accountable for the number - running territories worth $3-50M in ARR, personally closing deals as large as $1M, leading teams anywhere from 5 to 250 people.
That's included the moment a client needed it most: a company whose entire direct sales team walked out at once, and the owner brought me in to deal with the fallout. I rebuilt the direct team, grew it well past its original size, and built a dedicated channel management function that hadn't existed before. Revenue didn't just recover - it grew 25% year over year, every year, after that.
The rest of it has been building pipelines from zero in markets where speed was the only thing that worked, running forecast reviews that had to hold up under scrutiny from regional and global leadership, rolling out methodologies and watching which parts survived first contact with a real sales floor, and rebuilding territories, compensation plans, and onboarding programs when the ones in place stopped working - across tech, telecom, manufacturing, and fintech.
What a functioning sales operation looks like from the inside, and what a broken one sounds like described from the outside, both are familiar territory by now.
What I do now
CEOs, CROs, and COOs across CEE and EMEA bring me in for two different reasons. Some know something is broken and aren't sure exactly what. Others have a team that's working, and want it working better, faster, or at a size it isn't built for yet.
The first conversation is the same either way: look at what is actually happening, then say it plainly. No framework, no playbook PDF, just an honest read from someone who's been in that room before.
From there, the work takes whatever shape the situation calls for: a focused diagnostic, months working alongside the team to fix what's broken or build what's next, training where that's genuinely the right tool. What stays constant is the client list, small enough that there's room to pay real attention.
Where to go from here
If any of what you read above sounds like your situation, the next step is a short conversation. You describe what you're seeing, I ask a few questions, and we both decide, honestly, whether it's worth going further.
No pitch. No proposal until we both think it makes sense.