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It’s quite easy, especially when things get busy, to fall into a familiar rhythm as a sales leader. Targets get set, expectations are clear, and the team heads out to deliver against them. On the face of it, that feels like things are in a good place. People know what they’re aiming for, and there’s a clear sense of direction. But when you pause and think about it for a moment, another question starts to come through. Are people actually doing their best work, and are they im

I recently shared a short post that triggered a lot of conversation with fellow leaders, mainly because it touched on something most people already feel but don’t always articulate. When we talk about the sales team, the only question that really matters is whether we are going to hit our revenue targets and whether the forecast can be trusted, because everything else tends to sit underneath that single point. Summary Highlights CEOs may ask many questions, but sales always c

When I talk to managing directors and sales leaders, one thing comes up again and again. Sales performance doesn’t always come from big ideas or expensive programs. Often, it comes from those small, consistent behaviours that accumulate over time. Summary Highlights Attention to detail shows your team that growth and sales performance is critical. Habits around follow up, qualification, and pipeline management compound over time. Leadership sets the tone by modelling and rein

Sales process optimisation is one of those topics most leaders agree with, but it often doesn’t stay front of mind for very long. It usually starts with a clear trigger moment. Perhaps sales performance feels inconsistent. Forecasts aren’t reliable. Deals take longer than they should. Even something as simple as a feeling it’s just not working as well as it used to. Summary Highlights • Sales process optimisation is an ongoing leadership discipline. • One off interventions he

One of the most common frustrations I hear from managing directors and senior leaders sounds very familiar. The sales team looks busy. Calls are being made. Meetings are happening. The CRM shows plenty of movement. Yet sales performance feels a little flat, unpredictable, or below where it should be. At first, this feels confusing. Especially if people are clearly working hard. When you look a little closer though, it usually becomes clear that effort and outcomes are not pro

I speak regularly with leaders who tell me the same thing in different ways. Sales and marketing just are not on the same page. It might sound simple, but this disconnect is one of the biggest hidden brakes on growth, sales development, and consistent sales performance. It is rarely just about more meetings or better communication between the teams. The real issue is a lack of shared focus and leadership accountability that connects marketing activity directly to sales result

Fractional sales directors tend to work best in a very specific type of business. Not perfect businesses, and not organisations in trouble either. Most sit somewhere in the middle. Proven, ambitious, and aware that sales should be working better than it is. This is not usually about headcount or turnover alone. It is much more about readiness. Readiness to change how sales leadership works, how decisions are made, and how sales performance is managed day to day. Summary Highl