we build the management layer around your SDR team: clear expectations, coaching rhythms, useful data, and a playbook that survives contact with the market.
THE REFLEX
when outbound stalls, everyone blames the rep.
hire more. replace the ones who miss quota. run it back.
the rep is rarely the problem.
it's a team running on its own: no ramp, no coaching, no shared definition of a good conversation, no air cover from marketing. just activity, and a number nobody's hitting.
most sdr problems are management problems. you can't hire your way out of one.
THE SHIFT
good judgment stops living in one head. it becomes something you can teach.
someone has to lead the team. three ways that happens.
THE SEAT'S EMPTY
interim sdr leader
your leader left. i step in and run the team now, while we build the system and line up the person who takes it over.
THE LEADER'S STRUGGLING
coach the one in seat
you have a leader in over their head. i work alongside them, in the reviews and the calls, until they can run it without me.
SOMEONE'S READY
grow your next leader
there's a rep ready to step up. i train them into the role, with the playbook and the reps to back them.
WHERE THE WORK STARTS
we map the team before we touch the motion
Potential →
high potential · low performance
something is in the way. find it before you coach anything else.
high · building
stretch them. give the harder accounts.
high · high
make them a resource for the bench. this is where leverage comes from.
solid · low
one named skill at a time. not a general pep talk.
solid · building
steady coaching. most of the team lives here.
solid · high
widen the scope before they get bored.
low potential · low performance
decide quickly. leaving it is the expensive option.
low · building
narrow the role to what they do well.
low · high
keep them producing. do not promote them into management.
Performance →
read the whole mapclose
a coaching instrument, not a ranking. a rep grinding in the bottom-left needs the opposite of a rep coasting in the top-right, and a manager treating them the same is failing both.
"the team is underperforming" is a diagnosis nobody can coach against. underperforming at what? which reps? compared to whom?
so the first two weeks produce a map, not a plan. every rep lands somewhere on this, and where they land decides what they get: one named skill at a time, out of copywriting, list building, cadence writing, social selling, objection handling and call structure.
the two marked cells are the ones that cost the most to get wrong. the top-right is where leverage comes from, and the bottom-left is the decision most managers defer.
scorecards in Gong and Orum keep the map live, so it stays an operating picture rather than a one-time workshop.
WHAT GETS BUILT
whichever way in, you're left with a system. and someone to run it.
a working motion, and a leader who owns it. this is what lands in your hands.
THE PLAYBOOK
icp, scripts, qualification, objection handling. documented, so it stops living in one head.
REPORTING
the four or five metrics that move the number, on a dashboard you can read without asking.
A TRAINED TEAM
reps ramped on the buyer's problem rather than on your feature list.
THE OPERATING CADENCE
call reviews, pipeline reviews, the weekly rhythm that keeps a team sharp.
A LEADER IN SEAT
interim handed off, the current one leveled up, or the next one grown into it.
WHY THIS IS RARE
most sdr help stops at the playbook.
the framework, the templates, the org chart. then they're gone, and you're the one making it real with a team that's never done it before.
we stay in the seat.
i have built and led sdr teams through three revenue stages, hands-on. that's the difference between a plan and a team that hits its number, and it's the part you can only judge by what's left standing when the engagement ends.
