I help high-ticket businesses work out why the numbers are off, coach the people behind them and turn the answer into a plan that actually gets followed.
That mix matters in this role. A sales problem is rarely solved by staring at the close rate alone.
I have been the only closer in a business, managed a team of closers, coached people who were missing target and managed large portfolios of high-ticket clients. I understand the pressure on both sides of the relationship because I have lived both sides.
If revenue is down, I want to know why. Is it lead quality? Show rate? The offer? The script? Poor discovery? Weak follow-up? A rep who has lost confidence? Or an owner changing direction every five minutes? I do not assume the first explanation is the right one.
Once the real issue is clear, I can review calls, coach the team, reset expectations with the owner and put the right tracking or process in place. I am calm with people, but I am not passive. I will challenge avoidance, hold a standard and keep the conversation tied to the result.
That is why the Closers.io role makes sense to me: it needs someone who can manage the account and influence what happens inside the client’s sales team.
I was Closers.io’s first personal sales-training customer in 2021. Since then I have been the closer, the sales manager, the business coach and the person responsible for keeping high-ticket clients moving. This video connects that journey to the Account Manager role.
The job asks for ownership of retention, expansion and sales performance. These are the parts of the work I already know well.
Getting beyond surface updates, finding the commercial priority and being direct when the owner is part of the bottleneck.
Reading the numbers alongside the calls to find whether the leak sits in lead flow, show rate, discovery, closing or follow-up.
Giving specific feedback a rep can use on the next call, then checking whether it changed performance.
Managing a high-volume portfolio without letting quiet clients, missed commitments or delivery gaps disappear.
Spotting risk early, addressing the real objection and rebuilding momentum before frustration becomes a cancellation.
Recognising the next genuine need and making the commercial conversation useful rather than forced.
Turning good coaching into scorecards, SOPs, reporting and accountability that continue when the call ends.
Bringing empathy without people-pleasing: clear expectations, honest feedback and ownership on all sides.
That gives me a more complete view of performance than somebody who has only ever managed accounts or only ever coached sales.
Real situations I have owned. The figures are labelled as estimates where the underlying reporting was not exact.
Clients were buying, but too many were not reaching launch quickly enough. I mapped where they stalled, tightened the calls and made ownership visible.
Outcome: Estimated two-week launch completion moved from roughly 50% to 90%.
Rebuilt onboarding, setup and launch calls; added CRM follow-up, feedback scoring, escalation routes, training and end-of-day reporting. The point was not more admin. It was making the next failure point obvious early enough to act.
Created the first onboarding, accountability and client-management systems while carrying 200+ clients.
Outcome: The team expanded from one CSM to four and programme completion increased significantly.
The model was designed around the real behavioural needs of entrepreneurs with ADHD, reducing overwhelm and making support more actionable.
The client said they wanted out. I slowed the conversation down and found fear about the investment, overwhelm and no clear next step underneath the request.
Outcome: They stayed and recommitted to the work.
I did not argue against the refund. I took them back to why they bought, separated the real issue from the emotion around it and reduced the plan to one useful next action.
Investigated a serious mis-selling complaint by speaking directly with the client and reviewing the sales call.
Outcome: Recommended releasing the client when the programme could not genuinely meet their needs.
The decision protected both the client and the company from a prolonged, unsuitable relationship.
The client did not know the backend offer existed. By understanding where they wanted to go next, I could see it was the right solution to introduce.
Outcome: They bought in the same call.
I was not running an upsell script. I understood the goal, found the gap and explained the next level of support in the context of what they had already told me.
A capable team member knew the process but kept missing signs that clients were frustrated. Telling them to “be more empathetic” would not have helped.
Outcome: The next calls were noticeably stronger and the client experience improved.
We isolated the moments they rushed past emotion, practised acknowledging it without losing control of the call and agreed exactly what I would listen for in the next review.
Inherited a complex automation project after the original salesperson overstated the deliverables and left.
Outcome: Delivered a system that remains the client’s primary revenue-generating operation more than seven years later.
The work required resetting expectations, learning a new programming language and solving repeated technical issues on site.
Independently led a warehouse-efficiency project for a company generating more than £100 million annually.
Outcome: Completed the project successfully while managing owner-level escalations and dependencies.
The role involved private owner calls, team meetings, site visits and high-pressure executive communication.
I want the numbers, the calls and the client’s version of events. The useful answer normally sits where those three meet.
Start with lead flow, booking rate, show rate, close rate, cash collected, follow-up and trend, not a vague feeling that sales are down.
Review the funnel and listen to calls. Find the moment the opportunity is being lost instead of coaching the whole sales process at once.
Fix the skill, behaviour, confidence, expectation or system actually creating the gap. Different problems need different conversations.
Agree the action, owner, measure and review date. Advice without follow-through is just a good conversation.
I would use client sentiment, engagement and sales performance together. A friendly client can still be commercially off track.
Team members have told me that working under me was one of the few times in the high-ticket space they felt genuinely listened to. That matters, because people take harder feedback from a leader they trust.
I say what is working, isolate what needs to change and make the next attempt clear. I do not use pressure to cover up weak coaching, and I do not use empathy to avoid an uncomfortable standard.
I am used to working from calls, CRM data and operational reporting rather than managing the relationship from memory.
My independent work is where I turn years of client and team experience into practical frameworks other people can use.
I coach CSMs on onboarding, accountability, difficult conversations, retention, call quality and commercial awareness. The work is based on calls and real client situations, not generic theory.
I train new and existing CSMs to think clearly, lead calls and manage outcomes.
Recent example: A first-time CSM I trained secured a role from their first interview and went on to lead the team leaderboard across every measurement.
I have managed the accounts, carried the sales target, led the closers and coached business owners. I would welcome the chance to show how I think through a real Closers.io client scenario.