The forecast is a feeling.
At the start of the month everything sounds good, at the end of the month part of it is missing. Between the two points there is no reliable checkpoint.
External sales leader · Peak Atlas
Your sales needs leadership. You don’t need a new full-time hire for that.
We bring structure to your pipeline, priorities, and leadership, so your team knows which opportunities matter now and which next step is binding.
Analyze my shop
In the initial consultation, we clarify your starting point, your team, and the right scope.
How to spot it
Missing leadership rarely looks like a crisis. It looks like everyday business.
The people on the team are working. Quotes go out. Still, nobody has a reliable picture of what will really happen in the coming weeks.
Open deals have no next step.
The CRM holds opportunities with an amount and a stage, but with no date, no owner, and no decision on what happens next.
Everyone prioritizes differently.
Whoever asks the loudest gets attention. Nobody consciously decides which opportunity makes the biggest difference.
Reviews are status rounds.
People report what happened. They don't decide what happens next. After the meeting, the list is the same as before.
The managing director is the actual head of sales.
Big deals land with you because nobody else has the overview. That costs you the time you need for the business.
Leading sales doesn't mean controlling more. It means making decisions binding.
Accountability
What we take on. What stays with you.
An external head of sales replaces neither expertise nor entrepreneurial decisions. They take on the leadership work that nobody is otherwise responsible for in daily operations.
We take on
- Pipeline reviews on a fixed cadence, with a decision, not just a status report
- A forecast built on stage criteria and next steps instead of gut feeling
- Deal coaching on concrete opportunities: who decides, what is missing, what is the next binding step?
- Cadence and structure: weekly review, monthly evaluation, clear agenda
- Prioritization by amount, probability, and effort, transparent to the whole team
Stays with you
- Personnel decisions: hiring, compensation, promotion, termination
- Product and domain knowledge: your team knows the solution, we structure the path to closing
- Pricing authority and terms
- The customer relationship itself – we don’t act as your sales team
- The final decision on strategic deals
We record the exact scope in writing at the start, so your team always knows who is responsible for what.
What it looks like in practice
A weekly pipeline review that produces decisions.
The review deliberately takes no longer than necessary. It follows the same agenda every week so nobody has to prepare – except for their own deals.
| Block | Question | Result |
|---|---|---|
| Changes since last week | What's new, won, lost, or pushed? | Updated list without discussion |
| Deals without a next step | Which opportunity has no appointment or no owner? | Next step with date, or a deliberate close |
| Deals that exceeded their stage time | Why isn't this deal moving? What's missing? | Concrete action or downgrade |
| The three most important opportunities | What can we do this week to help them decide? | Binding commitments within the team |
| Forecast reconciliation | Which of this is realistic this month? | Commit, best case and open remainder |
We adapt the agenda to your team – the basic rule remains: every item ends with a decision.
Process
We start with an inventory, not a concept.
Before we change anything, we want to understand how your sales really works today – not how it is supposed to work on paper.
- 01
Assessment
We look at your pipeline, CRM, existing routines, and the roles on your team. We talk to the people who sell every day.
- 02
Joint action plan
The findings yield a short list: what do we change first, how do we recognize progress, who is responsible for what?
- 03
Implementation on a cadence
Weekly reviews, deal coaching on real opportunities, forecast reconciliation. The routines run until they become second nature.
- 04
Evaluation and adjustment
At fixed intervals, we review together: What worked, what didn't, what do we change? The plan stays alive.
Leadership doesn't come from a kick-off. It comes from repetition.
Deliverables
What you get.
Written inventory
Findings on pipeline, routines, roles and data quality – understandable for management and team.
Action plan with responsibilities
Prioritized list of changes, each with an owner and a date for review.
Review structure and agenda
Weekly and monthly routines in place, with agenda, stage criteria, and escalation rules.
Forecast logic
Transparent rules for how pipeline stages and next steps turn into a forecast.
Deal coaching
Support on concrete opportunities – documented so your team can recognize the patterns itself later.
Regular review
Short report at fixed intervals: What has changed, what comes next?
Does it fit?
Who an external sales leader makes sense for, and who it doesn't yet.
Good starting position
- There is a sales team, or at least people who sell regularly
- There is demand; the problem lies in prioritization, commitment, and overview
- Management wants to hand off leadership work but keep decisions
- A CRM is in place or at least accepted – even if it is poorly maintained today
Not the right time yet
- There are practically no inquiries. In that case, demand comes first, for example through Google Ads or ChatGPT Ads
- You're looking for someone who calls customers and closes deals themselves. That's a sales role, not a leadership role
- The offer itself is still unclear – then positioning helps first, not pipeline management
If you're unsure, that's exactly a good reason for an initial consultation. We'll tell you honestly if another service should come first.
Collaboration
The pricing page shows how we work with companies and which models exist. We define the specific scope for your sales in the initial consultation.
View pricing pageFrequently asked questions
Clearly answered.
How does an external sales leader differ from an internal one?
An internal head of sales is part of your organization, with all the advantages and costs of a leadership position. An external head of sales takes on the leadership work – reviews, forecast, deal coaching, rhythm – in a defined scope and with clear boundaries. Personnel decisions and expertise stay with you. Many companies also use external support to later build an internal role properly.
We already have a CRM. Do we have to switch?
No. We work with the system your team already uses. If fields, stages, or permissions get in the way of the routines, we adjust them, which is what our CRM optimization is for. Switching is the exception, not the standard.
How much time does our team need to invest?
The weekly review and maintaining your own deals are the core. Both are work a sales team should be doing anyway – we make sure it happens and produces decisions. We deliberately avoid additional meetings.
How do we define the scope?
In the initial consultation. Scope, cadence, and duration depend on team size, starting point, and goals. Afterward we make you a concrete proposal that you can review. You'll find an overview of our working models on the pricing page.
Do you act on behalf of our customers?
Usually not. We lead your team, we don't replace it. If it makes sense in individual cases to join a customer meeting, we'll agree on that beforehand.
