When the challenge is bigger than the deals.
Some quarters, the deals aren’t the problem. The structure is, or the process, or the way the team is paid and managed. Colleen works with sales leaders to fix the system that produces the deals, so next quarter doesn’t depend on rescuing them one at a time.
What it is
Deal reviews show where individual deals are stuck. Run enough of them and a pattern shows up: the same problems on deal after deal, regardless of which seller owns it. That pattern is rarely a skills problem. It usually comes from how the team is built, how it sells, how it’s measured, or what it’s equipped with.
Consulting is where Colleen fixes those causes. She works with leadership to assess the sales organization, decide what needs to change, and put the change in place with the team that has to live with it.
Many clients start with deal advisory and move into consulting once the root causes are visible. Others come in with a bigger change already under way: a new market, a move to value-based selling, a reorganization. Either way, the work is built around your team and your numbers, not a packaged methodology.
The right fit when leadership is saying:
“We’re entering a new market and don’t know how to staff it.”
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“We’re moving to value-based selling, and the team still sells on price.”
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“We’re entering a new market and don’t know how to staff it.” 〰️ “We’re moving to value-based selling, and the team still sells on price.” 〰️
“Our comp plan pays for the wrong behaviour.”
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“Every new hire takes a year to get productive.”
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“Our comp plan pays for the wrong behaviour.” 〰️ “Every new hire takes a year to get productive.” 〰️
“Our territories were drawn for a business we no longer are.”
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“We have plenty of CRM data and no idea which numbers matter.”
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“Our territories were drawn for a business we no longer are.” 〰️ “We have plenty of CRM data and no idea which numbers matter.” 〰️
Where the work focuses
Four questions every sales leader should be able to answer.
The engagement covers whichever ones you can’t answer with a confident yes.
Do we have the right structure?
Organization. Reporting lines and roles that fit your market, your buyers, and the strengths of the people you have.
Job profiles. What each role actually requires, and an honest assessment of current and future hires against it.
Working environment. Where and how the team works, in the office, remote or hybrid, set up so performance comes first.
Territory design. Territories and account assignments matched to where your best prospects are and who’s best placed to win them.
Do we have the right sales process?
Prospecting. A repeatable way to build pipeline across phone, email, social, networking and referral partners.
Qualification. Clear criteria for which opportunities deserve the team’s time, and which don’t.
Solution development. Uncovering what the buyer needs and building a proposal that proves value and holds its price.
Closing. Negotiation and objection handling that gets deals signed without giving away the margin.
Account management. Growing existing accounts through expansion, cross-sell and referrals.
Are we managing performance well?
Compensation. Pay plans that reward the results the business needs, not just volume.
Pipeline management. Reporting that shows where opportunities really stand.
Key performance indicators. A short list of activity and outcome measures that set expectations and show who needs help.
Coaching. Managers who coach on deals and pipeline every week, not just at quarter end.
Is the team equipped to win?
Sales tools. Scripts, objection guides, buyer profiles and the other tools that make the process stick.
Sales training. Onboarding and ongoing development, with accountability for putting it into practice.
Rollout plan. The milestones and owners that take a new strategy from slide deck to daily habit.
What you walk away with:
A sales organization built for the market you’re in now.
Structure, roles and territories that match your buyers and your strategy, not the org chart you inherited.
A process the whole team runs the same way.
One way to prospect, qualify, propose and close, so results stop depending on which seller owns the deal.
Incentives and measures that point in the same direction.
Comp, KPIs and pipeline reporting that reward the behaviour you want and tell you early when something is off.
Change that sticks after Colleen leaves.
Tools, training and a rollout plan with named owners, so the new way of selling becomes the normal way.
How it works:
Three phases. Scope and length depend on what Phase 1 turns up; some engagements cover one of the four areas, others all of them.
Phase 1.
Diagnose.
Colleen interviews leadership, managers and a cross-section of sellers, reviews the pipeline and the numbers behind it, and sits in on live deals where that helps. You get a plain-language read on what’s working, what isn’t, and which fixes will move revenue fastest.
Phase 2.
Design.
Together you agree on the changes: structure, process, comp, measures, tools. Each one is built for your team and tested with the managers who will run it before it goes wide.
Phase 3.
Roll out and reinforce.
Colleen leads the rollout with training, coaching and manager check-ins, then reports back to leadership on adoption and results. Where gaps remain, the next round of work targets them.
Real Engagements, Real Outcomes
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![Healthcare software sales team]()
Kinnser Software
A full pipeline that wasn’t closing
80% close rate on new contracts
Sales team grew 4x in three years
Sales metrics rebuilt around what drives a close
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![Staffing firm office]()
The Placement Office
Sales were down, and the partners didn’t want to spend
New sales strategy and leaner operations
Milestones tracked with regular accountability check-ins
Annual target beaten by 90%, then a best-ever year
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![Cargo ship at port]()
Wilhelmsen Ships Service
Six countries, one way of selling
Regional team moved from one-off sales to contract selling
Most contracts sold of any region in the global network
Growth at levels the region had never seen
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![Security software sales team]()
Trend Micro
Too many prospects, not enough focus
A system for finding the most valuable prospects first
Selling scenarios built around buyer problems
Messaging rebuilt to fit the product strategy
