Principal Consultant at BTR Consult. Over 15 years’ experience in international enterprise sales and leadership. Total sales in the 9-figures. Passionate about seeing businesses succeed. Entrepreneur | Investor | Tech Junky | Dad
A fast-track implementation to stabilize and scale revenue. Focus: Rapid installation of the MEDDIC qualification framework, establishing a rigorous weekly sales cadence, and intensive Challenger Sale coaching. Deliverables: A fully operational sales infrastructure, integrated CRM reporting, and a team trained to lead with insight and win complex deals.
Implement a structured pipeline management framework with weekly cadence reviews and stage-gate progression tracking to have higher accuracy on "what's real", where we can improve and guidance to close deals faster.
A high-intensity diagnostic designed to identify immediate revenue leaks and process friction. Deep-dive analysis of current pipeline health, CRM data integrity, and team performance. End result is a comprehensive "Revenue Leakage" report and a prioritized 90-day remedial roadmap using MEDDIC benchmarks.
Fractional Sales Leadership - Part-time embedded senior role driving sales operations, strategy development, team enablement, and organizational transformation. Ideal for: Growing organizations needing experienced sales expertise and leadership without the commitment of a full-time hire.
Hi there! Firstly I think there's been some great responses to your questions. Perhaps just to add a additions.
1. I don't believe you need to hire full time salespersons yet, but rather looking at finding a fractional BD partner first. A commission-only or fractional arrangement with someone who already has relationships with CTOs or product leads at growing SaaS or digital product companies is far more viable than a full-time hire. The right person brings a warm network, understands longer sales cycles, and can represent you credibly (and passion) without you needing to be in the room.
2. Digital agencies and consultancies as channel partners. Typically strategy and UX firms that either don't build, or are overextended (needs a trusted dev partner). A white-label or referral arrangement would suite both sides in this instance, and is often how smaller offshore teams land their most stable and long-term relationships.
The long term commitment you are looking for comes from clients who trust you before they sign. Build visibility and credibility on 1 or 2 verticals, and your existing clients would be excellent reference points and case studies to accelerate you to the next level.
Hope it helps!
Hi there. This comes up in sales and strategy sessions more than people expect and in my experience, the fear of being "too small" is usually stronger on the sellers side than the buyers.
Many large multinationals I've worked with actually prefer smaller partners precisely because of what they get that the big firms can't deliver, namely: genuine agility, faster decision-making, and real prioritization. If you're one of their most significant accounts, they know they won't be stuck in a queue behind 200 other clients.
Flip the narrative. Don't defend your size, position it as a deliberate advantage for them. Most of the time, the prospect already senses this. You're just giving them the language to justify the decision internally.
Hi there. Firstly I think you are bang on in calling out the theory vs hands-on distinction, because that's where most sales coaches fall flat. My view of "hands-on" within ABL prospecting is that you want someone who will ride along on cold calls, dissect the call recordings, rewrite your outreach sequences in real time, and help you get in front of CFO's, treasurers and controllers. Not just teach frameworks.
On where to find the coaches - LinkedIn is a good source. Search for former ABL business development officers or originators who was once at the big lenders. People who did the job, are well experiences and now consult are your best bet. Hope it helps!
