Revenue Coach to Company Leaders

What happens after you hire me to help you increase your revenue?

1. We will have a deep discussion about your company, your current situation, and your competition. What’s worked for you in the past? What hasn’t worked? Has anything changed lately in the way of new market trends, new tech, or new competition? What does your company do better than your competitors? Where are there weaknesses in your ability to attract new customers and close the sale?
2. I will interview your customers. I will use a method I’ve perfected interviewing thousands of customers for hundreds of companies (and describe in detail in my book, Roadmap to Revenue: How to Sell the Way Your Customers Want to Buy). I have to interview only five to seven people of a given type (for example, you might sell to users but also need approval from top managers and purchasing people). I will ask open-ended questions to uncover:
   • Why your customers bought from you
   • How they typically buy your type of product
   • What their desires, concerns, and questions were during the buying process
   • The other solutions they looked at and what they thought of those competitive offerings
   • Issues they had while going through the buying process
   • How they’d search for you if they were looking now
   • What trends they see in your market
   • Their biggest challenges
   • Their answer to this question: “If you were the CEO of [your company] tomorrow, what would you focus on or fix?”
   • And any other information that could be affecting your sales I interview your existing customers because after they’ve bought from you, they have a vested interest in your success. They won’t tell you what they’re really thinking when they’re buying from you, but they will gladly answer all questions after they’ve made the purchase.
3. I will deliver two reports to you. The first report will be the Conversation Report, which will contain transcriptions of their answers. You will see that people who have never talked to each other will say similar things about your company, often even using the same phrases.
   
   The second report will be the Summary and Recommendations Report, where I have bulletized the answers to expose the top issues (and make it easier to discuss them). I will also recommend how to fix the problems uncovered in the interviews.
4. We will also create AI-generated Competitive Comparison Reports. We use a number of AI tools to get a clear view of what your competitors are doing, including information about their strategy, their main marketing messages, the keywords they’re using, and what they’re doing with online advertising. We will build a report that reveals and compares the promises you are making with those your competitors are making, along with other useful information.
5. We will then have a strategy meeting. One of the benefits of this meeting is that everyone in the room will have read the interview reports and now have “the voice of the customer” in their heads. Many of the usual arguments that arise in strategy meetings simply won’t be an issue; everyone will be on the same page. Progress can be made in ways that haven’t been possible before. It’s a great way to get out of discussion ruts.
6. We will emerge with a solid set of “next steps.” If some of those steps involve marketing efforts, my digital agency can help. If some of those steps involve your team working on issues internally, I can help with any aspect of those solutions; we will decide together how all that will work.

This is a solid, works-every-time method to unite your key staff on a single revenue-growth path that eliminates internal friction while removing barriers to the sale. Your path will be unique; no two companies are alike. But my hands-on experience as a revenue coach means I have solutions and approaches that lead to positive outcomes. I can help you develop efficient ways to solve not only current problems but future problems as well.

What will you get from a revenue coach that you can’t get anywhere else?

Business leaders need to be able to talk to someone who is as dedicated to their success as they are, who can be trusted with confidential information, and who can discuss any and all aspects of their business.

Of course there are people who work for you who are also trusted advisors. But there are very few people who have the depth of experience I’ve gained as a revenue coach to business leaders.

Here are some of the types of results I can help you achieve:

• Developing product and company positioning based on what customers really want and what you can do that no one else can.
• Improving the entire marketing and selling funnel so that your products and services are easy to find, understand, and purchase.
• Removing inefficiencies in any type of process, including system and IT functions (I’ve specialized in tech products and services my entire career).
• Recruiting, interviewing, and recommending the best candidates for any type of position.
• Eliminating political disagreements among your staff.
• Improving management style and substance via candid but kind discussions.
• Optimizing the company structure and organization.
• Shifting leadership focus to increase revenue.

What kinds of problems have I helped business leaders solve?

• A CEO was basically a nice guy, but he had hired some less-than-stellar people. Those people told him he was a bad manager, and he started believing it. He was consequently too self-effacing in meetings, and rather than asking for a clear explanation when someone rattled on incoherently, he would say, “That’s over my pay grade,” and let the less-than-stellar person get away with it. When I started helping him, about a third of his staff was dragging his company down. Our goals were twofold: Replace the downers with uppers and help him realize that he was not a “bad” manager, but one who needed help with logistics. I helped him recruit an operations VP who could help him tighten up the company’s processes. We also upgraded his website. He shifted from having revenue problems to having so much business he had to drastically scale up his operations.
• A CEO was naturally pessimistic, making it difficult for him to inspire his troops. He was hiring ambitious, talented, and dedicated people, but over time they became discouraged. I helped him see the more positive side of his situation, which he then could pass on to his staff, and morale changed significantly.
• A CEO enjoyed one aspect of his business more than others—he started his career as a programmer, and product design was most interesting to him—and left the running of the rest of the company to a manager who was neither inspiring nor courageous. So, the company ended up with a great product that was poorly supported by its marketing efforts and internal processes. The solution was to replace that manager with someone who inspired the troops.
• A husband and wife were running a small retail company in the midst of massive changes in the industry, to the point where they could not keep their current company structure and survive. It took a long time for them to make the change, but they shifted their business from selling pre-made items to making custom items, where the margins were higher and they could showcase their unique talents. Their business is now thriving, and they are both much happier.
• A VP at a B2B company was working to improve various departments. One of the most successful changes he made was to let the sales team go and replace them with customer-service-oriented staff who loved helping customers. I have long advocated this approach because customers want companies to make it easy for them to buy. Someone helpful and knowledgeable who isn’t “pushing” them to make a decision is the surest way to help a customer make a positive decision.

  Thanks to revenue coaching and our agency’s work, from 2020 to 2024:

  • Site traffic has increased by 27.27%
  • Leads increased by 93%
  • Total sales increased by 75%
• A company had been in business for decades. When we first started working with them, information about a product recall that they volunteered to do—just to be safe—dominated their search results. I helped them by recommending that they meet the negative press head-on; we created an article explaining exactly what happened and how the company dealt with it. We also redesigned and reorganized their website, building in the content and structure that would improve their search engine rankings. Over the next few months, the recall story dropped further and further in the rankings. The company now dominates the first page of Google results with information about products.

Business leaders take their responsibilities seriously, are lifelong learners, and are usually more than willing to make the changes necessary for success. Once they see the issue clearly, they are open to the right solution.

Sometimes, it involves changing some aspect of their personality or processes and sometimes, it requires that people be found or replaced.

But most often, it requires a change in the company’s positioning and managing the company to keep the promises that the positioning makes.

I love doing this kind of work, I’d love to do it for you