Building and fixing sales teams
From hiring to sales process to KPIs — a sales organization that holds together as it grows.
From hiring to sales process, KPIs and forecasting — a sales organization that holds together as it grows. I choose the right shape for your size, drawing on leading an organization of up to about 50 and on rebuilding sales at a Japan entity of fewer than ten people.
When this helps
- You want more salespeople but have no hiring criteria, and results vary person to person
- You want to launch inside sales, or it is not producing real opportunities
- Your CRM never took hold, and the forecast is only ready just before the meeting
- Managers are buried in one-to-one firefighting and have no time for the numbers
What I do
- 01
Hiring criteria and interviews
Define the skills you need now and hire for reproducibility and proven results, with criteria you can judge quantitatively.
- 02
Onboarding
Vision and decision criteria in week one, practice from week two, and ramp metrics matched to the team's maturity.
- 03
Inside / field sales split
Agree the hand-off condition between sales and inside sales, put it into evaluation, and redraw the line as results come in.
- 04
Pipeline and forecasting
Run the CRM and forecast on one rule — enter only observed facts — so you can make calls mid-month.
- 05
Management system
Divide roles with supervisors and leads so managers can spend their time on numbers and decisions.
Related track record
- 50名Largest sales organization managed
Uber Eats Japan. Inside sales, field sales and vendors, working with supervisors
- Rebuilt hiring criteria and training
Uber Eats Japan, as the department's hiring lead. Improved numbers at every stage of the funnel
- 10名未満Rebuilt the sales process of the Japan entity
Flywheel Digital Japan. BDR management and an overhaul of sales data
- Pipeline and forecast management in Salesforce
Uber Japan. Full-cycle Enterprise and Mid-Market sales
What stays with your company
- Hiring, onboarding and evaluation share one standard
Who you hire, what you teach and how you evaluate line up, and results vary less.
- The forecast is ready before the meeting
Fact-based numbers are visible mid-month, so you can act earlier.
- Managers get time back for the numbers
Daily handling moves to systems and leads, and managers spend time on decisions.
Ways to work together
- Contract
I take on execution as a fractional COO/CMO or head of business development. Scope and commitment are designed around the work and the fee.
- Advisory
Regular sessions to review where things stand and decide the next moves and priorities together. Your team does the execution.
- One-off (speaking, media, writing, spot consultation)
A single engagement. If the topic and date are set, I can usually take it on right away.
- Angel investment
For seed to pre-Series A startups: a small investment combined with hands-on business development and go-to-market support. See INVESTING below.
How it works
- Share your situation through the form: the challenge, the timing, and the kind of engagement you have in mind
- An online call, where I tell you frankly what I can and cannot help with
- I send a proposal covering scope, duration and fee
- Once we agree, we start
FAQ
Can I ask for just the launch, or just a fix?
How is the engagement decided?
Tell me about your situation.
I take on this work alongside my full-time role, so the number of engagements I can run at once is limited. Start by telling me about your situation.