Most teams don't have a separate enterprise playbook, they have a scaled-up SMB playbook built around standardization for the business, not enablement for the buyer. It focuses on what sellers should do during calls, but complex deals hinge on what buyers do between calls (building consensus, justifying investment, aligning stakeholders). If your deals are stalling after demos or dying in "no decision" limbo, your playbook is likely optimized for the wrong part of the buyer journey. We build frameworks that help champions sell internally when you're not in the room.

Most teams don't have a separate enterprise playbook, they have a scaled-up SMB playbook built around standardization for the business, not enablement for the buyer. It focuses on what sellers should do during calls, but complex deals hinge on what buyers do between calls (building consensus, justifying investment, aligning stakeholders). If your deals are stalling after demos or dying in "no decision" limbo, your playbook is likely optimized for the wrong part of the buyer journey. We build frameworks that help champions sell internally when you're not in the room.

Absolutely. The deciding factor isn't company size, it's deal complexity. If you're selling deals around $40k+ with multiple stakeholders involved in the decision, these frameworks work. Some mid-market teams operate like SMB (single buyer, quick decisions). Others operate like enterprise (committee decisions, longer cycles). If your mid-market deals require champions to build consensus across finance, operations, and leadership, this applies.

I don't make promises about specific outcomes because every team's starting point is different. What I can share is what past clients have reported: deals that previously stalled after demos getting to legal stage in the first 3 months, "no decision" losses being cut in half, and managers that had objective data to coach on narrative quality instead of just activity. One sales manager told me enterprise deals that used to disappear after the first call were moving forward with the steps we put in place.

During the sprint: 4 collaborative workshops (4.75 hours total) plus 1 internal alignment meeting. The core team (3-4 people: enablement leader, sales manager, potentially RevOps) should commit to attending all workshops. After the sprint: Choose train-the-trainer (2 sales leader sessions, 45 min each) or done-for-you coaching (5 skill-building sessions, 60 min each, plus 1 deal review showcase). All frameworks are built for you, no homework beyond the live workshops and one internal decision meeting.

We recommend 3-5 people max for the planning workshops: usually it’s your enablement leader, at least one frontline sales leader, a second-line sales leader and occasionally a RevOps lead, Product Marketing Manager, or Head of Sales. At times teams will include one of their top sellers to include insights from the field as well. The key is involving people who understand your buyers well, and core participants should commit to attending all workshops.

Ultimately adoption depends on how consistent your team is with the coaching cadence. We work together to design a cadence that sellers and leaders can commit to and sustain. However, if your reps and leaders are showing up for key sessions and still struggle with adopting the new process, ping me on Slack and we’ll course correct in real time. My approach focuses on environmental factors rather than individual behaviors, which research shows has 3× more impact on performance. Instead of trying to force new seller habits, I design systems that remove friction and make the new approach the path of least resistance.

I personally facilitate all coaching sessions while we're in our current phase of direct delivery and framework optimization. This ensures the highest quality outcomes and allows us to continuously improve our methodology. As we scale, I may bring in trained partners, but for now, you're working directly with me throughout the sprint.