Founders Ramp
Accelerating sales in the AI age.
The calendar fills. The number does not. The demo was theater. We start with how you lead and how you attach to a real problem, then whether the deals that went quiet were ever real. Thirty minutes. Then we know if there is work.
The OS
How you sell when you own every deal.
Self | Team
Process without character produces theater. Self is five. Team is nine.
Self | TeamProblem-first discovery
Attach to a real problem, by persona, then value. Not a tour of the product.
How you attachWhat you hear on the first call
Write the objections down before you dial. Stay curious. Never trash the other option.
Objections and differenceSCALE
Five things that have to be true. If you assumed one of them, the deal has a hole.
The five lettersInspect a live deal
Inspect work. Coach behavior. Goals on one page. Praise and correct soon, specifically.
The inspectionBooks that are fundamental
The books we run. Whose they are. Why they matter when you still own pipeline.
The booksWritings
From the field.
The practice
Successfully launched markets and products.
Greatest attribute is seeing things from a different perspective than the rest of us. There were many times in sales meetings he would come up with a new creative way to attack an issue. This then became part of our sales playbook. Extremely intelligent, and could handle work that had nothing to do with the deal in front of us. A change agent.
Chief Customer and Revenue Officer
Professional and smart. Approaches and follows through on every project with passion. Knows the bottom line and can triage opportunities quickly. Has sold many deals, and customers responded very well to him. An asset to any team. I would not hesitate to have him in a foxhole with me anytime.
SVP, Global Enterprise Sales
One of a rare breed of sales executives focused on a consultative relationship with prospects and clients. Very focused on truly understanding the client's environment and making sure the solution is a good fit, rather than the cookie-cutter get-the-contract-signed approach, which in the long run hurts the credibility of the selling organization. Calm and professional with colleagues and clients alike. That is what a sales executive should be: professional, knowledgeable, and trustworthy.
Principal Consultant
An outstanding leader of people, dedicated not only to driving the results of the business, but to the constant growth and development of the people around him. Thrives in a competitive, fast-paced environment without losing sight of the needs of his peers, his employees, or his customer.
Director of Sales Training