Outsourced sales management for founder-led B2B companies
Someone has to run the sales team every week. It shouldn’t be you.
Founders search for an outsourced VP of Sales, a fractional sales manager, a part-time sales director or a sales management consultant. Underneath, the need is the same: sellers with nobody running them. The founder is the sales manager by default, the top rep was promoted without a playbook, or the last sales leader left. As your fractional VP of Sales, I run the management cadence every week — pipeline reviews, one-on-ones, the forecast, coaching — until it runs without me and you can hand it to the right full-time leader.
Based in Scottsdale, Arizona. In person across Greater Phoenix; remote with founders across the US.
You need sales management, not another seller.
Most founders I meet don’t have a hiring problem. They have a management problem that hiring keeps making bigger. If three of these are true, the next hire won’t fix it:
- You run every pipeline conversation, and the week you’re traveling, nothing moves.
- Your best seller became the manager and is now doing two jobs badly.
- The forecast is a feeling with a spreadsheet around it.
- Each rep runs their own process, and the CRM is optional.
- You hired a seller or two. They closed the small deals, and the big ones still waited for you.
The cadence a sales team needs, run by someone who has run it.
- The pipeline review. Every real deal, on evidence: who has to say yes, what they have done, and the dated next step. Deals that can’t answer move back or out.
- One-on-ones with each seller. Deal by deal, not activity theater. What you will do this week to move it, and what you need from the founder.
- The forecast. A number you would show your board, with the deals behind it and the reasons each one is in it.
- CRM stages that match how your buyer buys. Entry and exit rules for every stage, so the pipeline report means something.
- Activity tied to revenue. The few leading indicators that predict your quarter, not a dashboard nobody opens.
- Quotas and comp that reward the right deals. Pay sellers for the business you want, not just the business that’s easy.
What should be different by the end of the quarter.
By day ninety
- Stage definitions written down, used by everyone, and reflected in the CRM.
- Every real deal has a named buyer, a mapped committee and a dated, owned next step.
- A forecast that lands inside a range you set at the start of the quarter.
- The founder out of most weekly sales meetings and in the moments that move deals.
- A plan for the next sales role: who, when, and what they will own.
The goal is a sales team that runs without me.
Fractional sales management works when it has an exit. Once the cadence runs, the forecast holds and the team sells the way your buyers buy, the job is ready for a full-time leader. I help you write that role, interview for it and hand it over cleanly.
Some founders keep me on as an advisor after that. Most don’t need to. Either is a good outcome. When you need a full-time VP of Sales explains the trigger.
Outsourced sales management, answered.
What is outsourced sales management?
A senior sales leader who runs your sales team part time: the pipeline, the forecast, the one-on-ones, the coaching and the big deals. Founders also call it a fractional sales manager, a part-time sales director or an outsourced VP of Sales. The difference between a good one and a bad one is whether they work inside your deals every week or hand you a plan and leave.
Is a fractional VP of Sales the same as an outsourced VP of Sales?
For most founders, yes. Both describe a senior sales leader working a few days a week instead of full time. I use fractional VP of Sales, but the job is the same: own the sales motion with you and get it to the point where a full-time hire can take it.
What is the difference between a sales consultant and outsourced sales management?
A sales consultant usually studies your sales team, hands you recommendations and leaves. Outsourced sales management means someone runs the team with you every week until the changes stick. I do both parts: the diagnosis a good consultant gives you, then the weekly management that makes it real. If you need a narrower piece, see sales hiring, enterprise deals or coaching.
How much of my week will this take?
Less of yours, which is the point. I work one to five days a week depending on what the team needs. Retainers are priced on days per week and scoped on the first call. You stay in the moments that move deals and come out of the meetings that don’t.
Will you manage my sellers directly?
Yes, with your authority and in your name. They report into the cadence I run; you see everything. If a seller isn’t the right fit, I will tell you plainly and help you decide what to do about it.
Do you do this in person?
Across Scottsdale and Greater Phoenix, yes — the weekly deal review is better on a whiteboard. Everywhere else in the US it runs remotely, with travel when a deal needs it. Phoenix and Scottsdale has the details.
Other ways I help founders: Enterprise sales · Sales coaching & training · Sales hiring & recruiting · How engagements run
Thirty minutes. Bring last week’s pipeline. Leave knowing what I’d change first.
Not ready for a call? Check the fit in two minutes