Sales management —without the $100,000 seat.
The one-on-ones, the activity standard, the pipeline reviews, the Friday scorecard — the ten hours a week a sales manager actually spends managing. Done every week, for $5,000 a month.
Most small teams can't justify the seat
You're probably picturing about a hundred thousand dollars. That's the number most owners have in their head, and it's close — a sales manager in this market starts around $90,000 base.
It's the number underneath that one that gets people. Add payroll tax, benefits and equipment and you're at roughly $128,000 before a dollar of commission. Add a recruiter's fee and ninety days of ramp before the seat produces anything, and year one lands closer to $146,000.
For a team of five, that's a hard number to write down. So most owners do what you're probably doing — they manage the team themselves, in the gaps, between everything else they're responsible for. Or nobody does it, and the reps run on instinct and whatever they picked up at their last job.
Here's the part nobody says out loud, though. Take that job and strip out everything that isn't actually managing — the meetings, the reporting upward, the salary for being in the building — and what's left is about ten hours a week. The one-on-ones. The activity standard. The pipeline review. Somebody looking at the numbers on Friday and saying something useful about them on Monday.
That ten hours is what I sell.
What a week looks like
Monday, 7:00am — Twenty minutes with the whole team. Last week's scorecard, this week's targets.
Tuesday–Thursday — Thirty minutes one-on-one with each rep. Their actual numbers, not a vibe check.
Wednesday, noon — Thirty minutes with you on the pipeline.
Every weekday, 5:00pm — Reps post the day's activity: dials, contacts, appointments set, proposals out.
Every weekday, 8:00pm — I read them and respond in writing. One named priority per rep for tomorrow.
Friday — The scorecard goes out, to you and to them.
Then once a month: an hour of live role play on whatever the scorecard says is breaking, a script and follow-up tune-up based on real calls, a CRM hygiene audit, and an hour with you trending every number against where we started.
You'll notice none of that happens in the middle of a selling day. That's deliberate. Your reps should be in front of customers between nine and four — not in a meeting about being in front of customers.
The first thirty days
Month one isn't the rhythm. It's the install — and everything I'd normally sell as a separate service gets delivered inside the first four weeks.
Week one — I pull ninety days of your history and set the nine numbers we're going to measure from here on. CRM audit. A workshop with the whole team.
Week two — Each rep's day gets restructured around protected selling time. I read your current scripts and tell you honestly what's working and what's quietly costing you.
Week three — New scripts, written for your product and your buyer rather than pulled off a shelf. Follow-up cadence built and loaded into your CRM.
Week four — An hour of role play to drill the new scripts cold, and the first monthly review with you: your baseline, in writing.
That's the whole Sales Optimization Package, delivered as a system instead of a one-off. Then the weekly rhythm starts and doesn't stop.
What it costs
$5,000 a month, for a team of up to five reps plus you.
$500 per rep per month above five.
Three-month commitment, billed one month at a time. The first month up front, then the same date each month after. No lump sum, no deposit.
Work starts when the payment lands — the first month and every month after it. That's not a collections tactic, it's how the schedule stays honest for both of us.
Thirty days shows you nothing, which is why three is the floor. I'd rather you commit to six.
Virtual by default. In person if you're within fifty miles of downtown Fort Worth.
For comparison, and then I'll stop talking about it: that same seat runs about $128,000 fully loaded, before commission. This is $60,000 a year, and you can stop after three months if it isn't working.
The savings is real, but it isn't the reason to do it. The reason is that the ten hours actually happen, every week — which is more than most companies can honestly say about the seat they're already paying for.
What I won't tell you
I'm not going to promise you a percentage. I don't know your team, your market or your product yet, and anybody who puts a number in front of you before they've met your reps is guessing — and doing the exact thing I'd tell your people to stop doing.
Here's what I'll say instead. Activity moves inside thirty days. Dials, follow-up compliance, whether anybody's actually working the pipeline — those are habits, and habits respond quickly to somebody watching. Close rate moves slower. If your sales cycle runs longer than sixty days you may not see it in the numbers for a full quarter, and I'd rather tell you that now than have you disappointed in month two.
And whether it works isn't really about me. It's whether your reps log their activity honestly when I'm not in the room, and whether you back the standard the first time somebody doesn't like it. If you won't, this doesn't work — and I'd rather say so before you pay me.
Who this is for
Three to ten reps, and no real system underneath them.
You own the company and became the sales manager by default — and it's eating the part of the week you're actually good at.
You've tried to hire for the seat and either couldn't find the person or couldn't justify the number.
Your reps are producing, but you couldn't tell me today how many conversations it takes them to get there.
Who it isn't for
You already have a sales manager who's good at it. Don't pay me to second-guess them.
One or two reps. You don't need this yet — a workshop or one-on-one work is the right size and a lot cheaper.
You want someone to carry a bag and close your deals. I manage the people who do that. I'm not going to be one of them for you.
You want the numbers to look better without anything actually changing. That's a different service and I don't sell it.
Why me
I've sold in six industries — telecom door-to-door, real estate, financial services, insurance, auto, and private jet charter. Closed just under $10 million in real estate before I turned 23. Ranked first in closing percentage out of eighteen executives selling charter. Ran a 70.3% close rate in land sales, top five out of twenty-five-plus reps.
But for this particular job, here's the part that matters more. At every one of those companies, nobody handed me a system — so I built one.
I built all of that as a rep, on my own time, because nobody else was going to. I'll show you every page of it on the first call.
It's the same work I'm proposing to do for your team — and you can judge it before you've paid me anything.
A branching call script with the objections mapped and an answer written for each.
A product cheat sheet so I could answer anything on the spot instead of calling someone back.
A twenty-six-day follow-up cadence — tapered, multi-channel, with an actual end date so dead leads left the pipeline instead of haunting it.
A time-blocked day with a real call target in it, not a wish.
A CRM evaluation comparing what we had against what we needed, with the configuration steps for both platforms.
How it starts
Fifteen minutes, free. You tell me what's going on with your team. I'll tell you honestly whether this is the right fit — and if it isn't, I'll say so on that call rather than take a month of your money finding out.
I show you the work. The scripts, the cadence, the day structure, the CRM audit. Real documents, not a slide deck. You decide whether the person who made those should be running your one-on-ones.
We scope it and start. Fixed price, in writing, before you pay anything. First month up front, then monthly. The first thirty days are the install.
Let's talk and see if working together makes sense for the both of us.
Fifteen minutes, phone or Zoom. In person if you're inside about an hour of downtown Fort Worth.