For two decades, I've been the person people call when a sales motion is stuck, broken, or doesn't exist yet.
I got my first job in new-business sales at Google by taking on the one industry nobody else would touch, and found the angle that turned it into a top-3 revenue segment in twelve months. Later, I hired a crew of new college grads with zero sales experience to work the leads everyone else had written off. People thought I'd lost it. They became some of the best sellers on the floor. The same instinct later helped scale a product to $1B in annual revenue.
The common thread? Getting customer discovery right. It's not the only force in play, but it's the one most in your control, and I've found time and time again that it has an outsized impact on driving sustainable revenue. It's also why I could forecast my sales within 5% of what actually closed, quarter after quarter. Good discovery tells you what's real, not what you're hoping for, so you can trust your own numbers instead of guessing. (My old boss handed out a "closest to the pin" prize for it 🏌️. I won it a lot.)
I'm better known for asking the right questions at the right time than for my sales attainment or accuracy, but the two aren't separate. The questions are what made the numbers reliable. Staying human and helpful, skipping the perfect pitch and the pressure that break a connection right when you need to build it. The real work is helping someone decide what's worth solving before you promise how you'll solve it. That's how you win the work without losing yourself, and it's the most learnable part of all. The rest, being yourself, you've already got.
Tens of thousands of customer conversations. Hundreds of sellers. One simple framework.