Fractional sales leadership
Senior sales thinking.Pattern recognition from many rooms.
There’s more sales capacity in your business than the numbers show. The work is seeing it clearly, then building on it. The pattern recognition that gets you there comes from many businesses, not one.
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target in first full quarter, from substantial revenue decline
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peak revenue under direct commercial leadership
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average order value growth
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PE exit delivered 4 years ahead of schedule
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You can see it. You just can’t get to it yet.
When you’ve promoted your strongest seller.
You promoted the strongest seller into management. They earned it, and there wasn’t anyone else for it. The team is still performing, mostly because that person is still selling. Whether they can also lead, coach, and hold the bar without being in every deal? Nobody has answered that yet.
When the MD has been running sales.
You’ve been running sales yourself, supported by a team that’s strong on product, service and existing relationships. That’s what got the business to here. The next leg needs recruiting and leading sales talent specifically, and pushing into colder, less familiar prospects. It’s a different kind of leadership to the one that got you here.
When you’re building the commercial function for the first time.
You’re about to make your first sales hire. Or you’ve just launched, and you’re still working out what your commercial function should look like at all. The decisions you make now shape what’s possible for the next three years. Most are made too fast, by people who haven’t seen the patterns enough times to know what to avoid.
First the map. Then the route.
Every sales function has a structure, even when it’s never been mapped. The first work is mapping it: where the capacity sits, where the friction is, what’s working because of design and what’s working in spite of it.
What the map shows determines the route. Sometimes it’s a different operating cadence. Sometimes it’s the right person in the right seat. Sometimes it’s a piece of process that’s been missing for years. Sometimes it’s the conversation about whether someone is in the right role.
There are usually several routes to where the business needs to go. The most direct runs through the toughest terrain. The fastest needs capability that isn’t yet on the team. The steadiest takes longer, but doesn’t break anyone walking it. You pick the route that fits what you’re willing to take on.
23 years across multiple sectors has shown me what works when it works, and what fails when it fails. If the answer is to stop investing in something, I’ll say that too.
Tools I draw on
The Sales Map.
The framework I built for mapping the territory of a sales function and showing the routes available. The trade-offs (speed, cost, difficulty) are yours.
Objective Management Group assessment.
A diagnostic for the question, “does this person have the sales capability this role actually needs?” Certified partner.
iEQ9 Integrative Enneagram.
A map for the patterns that help, and the ones that hinder, a person in their role. Useful across a whole leadership team where the question runs wider. Accredited practitioner.
Also available on its own as The Map to You.
AI guardrails.
Basic governance set up before AI gets near a sales function, so it enables the work rather than derailing it. ISO 42001-aligned.
What people say
“I have had the pleasure of working with Matt for several months now and it’s been a true game changer. As a business owner taking time to work on the business is paramount to our overall success, Matt has been helping us with Colleague Training, Colleague Onboarding, Sales Processes, CRM Structuring, Marketing and being a fantastic sounding board to ideas helping them go from idea to implementation. I would highly recommend Matt to any businesses considering a Sales Coach – it’s been a true game changer for us.”
“Incredibly clear thinking and consistent. He is a real people person who successfully motivates his team and keeps them engaged through often challenging times.”
“What stood out most to me was his ability to balance strategic vision with practical execution. He always demonstrated a deep understanding of the commercial landscape, making decisions that were both insightful and impactful.”
Let’s see what’s there.
A conversation about what’s happening in your sales function and where the capacity sits. You’ll come out with a clearer picture, whatever happens next.