I help founders fix the roster problem they keep mistaking for a sales problem.
For 18 years I've been in the trenches with $2M to $20M business owners who have a great offer, steady leads, and a sales team that keeps falling short. The fix is almost never more training. It's the human in the seat.
Candidates assessed
Recruiting experience
Performance guarantee
Built alongside the people who shaped modern sales and marketing
Chet Holmes
Tony Robbins
Jay Abraham
Dan Kennedy
Perry Marshall
From Chet Holmes to Sales Roster Engineering
Most consultants tell you what they do. Before that matters, you should know how I got here.
The Chet Holmes years
I started my career at Business Breakthrough International, the company Chet Holmes ran with Tony Robbins. Chet's whole world was sales. Marketing was the catalyst. Sales was the engine. Everything got measured by what closed.
Working in that environment taught me something most consultants never see firsthand: improving a sales team isn't hard because it's complicated. It's hard because most teams are managed badly enough that the easy fixes look like miracles.
So I helped a lot of businesses install the basics and watched the basics produce huge results. That worked until it didn't.
The pendulum I couldn't stop swinging
When I went out on my own in 2010, every conversation started the same way: "fix our marketing and sales." I'd tune up the email sequence, rewrite the offer, retrain the closers. Revenue would spike.
Then fulfillment would break. So we'd go fix systems. Systems would catch up. Then sales would dip. So we'd go back to sales.
Growth, stability, growth, stability. Pendulum swing after pendulum swing. I couldn't stop it.
Meanwhile every peer I knew was niching down. FB ads. Funnels. Email. They picked one tactic and went deep. I couldn't bring myself to do it because the tactic was never the actual problem.
The bottleneck epiphany
Once I made that shift, things changed fast. We stopped optimizing the wrong things. Email sequences when the offer was wrong. Ads when the close rate was the problem. New hires when the existing reps were misroled.
Find the actual constraint. Fix it. Move to the next one. That's it.
Growth, lower stress, better profits, all at once.
I've never found anything that beats that pattern.
Why sales talent kept being the bottleneck
Over the next decade I noticed something. The bottleneck was sales talent more often than any other single thing for companies between $2M and $20M. Not the strategy. Not the funnel. Not the messaging. The people sitting in the sales seats.
So I leaned in. I started using Innermetrix ADVInsights to assess every candidate I worked with. DISC, Motivators, Hartman Values. The same instrument I've now run on more than 10,000 candidates.
What I found is what the data already shows: 89% of sales hire failures trace to soft skills the interview never tests. Wrong wiring, wrong seat, wrong fit. The interview tests the 11% of the hard skills all sales reps must have. Almost nobody was testing the 89%.
Why I named it Sales Roster Engineering
Recruiting is too small a word for what I do. So is consulting. So is coaching.
What I actually do is engineer the roster. I diagnose who's in each seat, identify the right rep type for that seat, and either confirm the fit or replace the person.
Then I install the system that keeps it working.
That's a discipline, not a service. So I named it Sales Roster Engineering. The category I'm building, the methodology I run, and the only thing I sell.
What that means today
The methodology in plain language
Three concepts run through everything I do. If you understand these, you understand 80% of how I help businesses unlock revenue that's already sitting in their roster.
Concept 01
The Roster Problem
Most owners diagnose what they're feeling as a sales problem. It's almost always a roster problem. The process is fine, the leads are coming, the offer works. The variable is the human in the seat. Naming it correctly is the first step to fixing it.
Concept 02
The Talent Ceiling
Every business has a maximum revenue number it can produce given the roster sitting in front of you today. Training doesn't raise the ceiling. Upgrading the roster does. Most $2M to $20M businesses are sitting under a ceiling they don't know exists.
Concept 03
Sales Alpha
Beta is what you get from an average rep in an average seat. Alpha is what happens when the right person is in the right seat. The delta between current production and what's actually possible is the opportunity.
Sales Roster Engineering closes it.
The framework I run on every engagement
The Sales Rep Hierarchy
Every sales seat is one of four roles. The role demands specific behavioral wiring. Hire the right wiring for the role and the rep produces. Hire the wrong wiring and no amount of training fixes it.
Closers
When conversion matters, the best deliver.
If you never know if this month will be great or terrible, the inconsistency of weak closers is exhausting and makes planning impossible.
Hunters
Pipeline generators. They treat rejection as data.
If you need open doors and to create revenue the business doesn't have yet, hunters move the needle. Best possible top of funnel. Will not join a business with no case studies or fantastic fulfillment, and the ones who say yes to those conditions usually can't deliver.
Farmers
Relationship operators. Long game, deep accounts.
When you want to grow existing accounts, retain clients other reps would burn, and generate referrals as a side effect. They are the worst possible Hunter. Put one in a cold outreach role and they will find every reason to work on something else, not from laziness but because the work is genuinely uncomfortable for them.
Support+
Order takers. The misplacement most owners don't see.
Friendly, loyal, easy to manage. Belong in customer service or order fulfillment, not in a sales seat. Cannot generate a decision in someone who hasn't already made one. Fail slowly and plausibly, always with a reasonable explanation for why this particular deal hasn't closed yet. Owners mistake their warmth for sales ability and keep them in the wrong role for years.
Who I work with, and who I don't
I'm not the right fit if:
You're under $2M in revenue or pre product market fit
Your sales process is still being figured out
You want a Hunter to generate pipeline from scratch with no warm leads or case studies
You're looking for a sales coach or fractional sales leader
You want resumes screened, no diagnostic, no methodology
You're a fit if:
You run a $2M to $20M business with consistent lead flow
You have a repeatable offer and deal economics that support a $1M+ closer
You have at least one rep currently in seat we can assess
You're not the primary delivery mechanism for the product
You're willing to follow the full Sales Team MRI process before any hiring decisions
Every placement comes with a 1 year performance guarantee
If a rep I place doesn't hit the targets we agreed to in the first year, I replace them at no charge. The Sales Team MRI data is what makes that guarantee possible.
Ready to stop guessing about your team?
Two ways to start. Run a Sales Team MRI to see what your data actually says. Or apply for the full engagement if you already know what's broken and you want it fixed.
Both routes are application based.
