I've spent the better part of two decades in the rooms where revenue decisions get made — and unmade. Enterprise sales floors, founder boardrooms, post-acquisition integration calls, market expansion strategy sessions, and the quiet moments before a board presentation where someone realizes the numbers aren't going to hold.
What I've learned is that most revenue problems aren't sales problems. They're structure problems. A team that can't close usually doesn't have a coaching problem — they have a process problem, a qualification problem, or a misalignment between what the market wants and what the organization is built to deliver. Fix the structure, and the performance follows.
That insight is what built PSP Growth & Consulting. After years of leading enterprise sales organizations, building GTM teams from zero, and helping companies navigate the hard transitions that scale demands — I wanted to do that work more deliberately. Not as an employee inside a single organization, but as someone who could bring that experience to the companies that needed it most.
Whether I'm working with a founder building their first real sales function, a VP of Sales trying to take a team from 10 to 50, a CEO who needs to rethink how the entire revenue organization is structured, or an executive preparing a company for acquisition — the approach is the same.
Get in the room. Understand the real problem — not the presenting problem, but the structural cause underneath it. Build the right solution for this specific business at this specific moment. And stay until it works.
Growth isn't accidental. It's engineered. That belief is the foundation of everything we do at PSP Growth & Consulting.