The intentional or unintentional loss of a sales leader can be one of the most disruptive events. Irrespective of the size or industry the organization is in, revenue projections for the quarter and the entire year immediately become more unlikely if your head of sales was no longer a part of the company. Additionally, several trends, such as shorter tenures, high turnover, longer searches, on-boarding, ramp-up times, and a lack of internal replacements, are commonplace today.

The net result is a gap in sales leadership coverage for a potential of one, two, or sometimes even three quarters. Bridging this chasm with the right experience is crucial. The issues behind low sales might not just be the previous sales leader’s performance but a breakdown in the sales supply chain itself. Often, problems in the overall approach, strategy, product, solution, service, resources, target market, inside sales, marketing, or client success processes are ignored, causing serious revenue and pipeline growth issues.Particularly relevant for mid-sized and smaller firms, buying your way out of the dilemma is not a viable alternative. So how do you improve sales performance and keep the sales team you have? It’s not easy, but certainly possible, and I assure you, it can be customized and delivered at a lower cost.

Providing interim or fractional CSO support, I have worked on engagements embracing fully well that the role would also include helping to search for a replacement if required. I would come in with the understanding that the job is to stabilize and continue to secure revenue, identify issues, advice vital strategic and tactical improvements, to help execute, and restart momentum until a permanent placement is onboard.

With strong leadership during the transition, I can help lay a foundation for success. As your revenue consultant and trusted advisor, I adhere to the same standards of service, attentiveness, and excellence I upheld as a successful full-time Head of Sales for Pitney Bowes, Manpower, Neusoft, and the like.

Mergers & Acquisitions (M&A) activities also can sometimes be paralyzing from a talent perspective. Companies experiencing consolidation frequently run into an executive catch-22. You need great executives to manage the M&A (before, during, and after) but cannot convince them to join amid all the uncertainty. I can step in and provide you with that solution and beyond.

And amidst all this, are you looking for someone to fill a full-time role instead? Absolutely! Get in touch!