Co-founder of Maven, a marketplace for live online courses. Check out maven.com.

I am a strong leader with experience across all facets of relationship management. I've sold, implemented, managed, and renewed customers of all shapes and sizes. I excel in fast-paced, multi-role environments, at start-ups, large companies, and everywhere in-between. I've been through mergers, acquisitions, and re-alignments. I've built my own teams and managed someone else's. I'm hard to rattle. To me, each solution should build a process. What do we do the next time this happens? How can we make the next solve quicker? How can the entire team grow and learn? Scale and process are critical to success. Data matters, too. Understanding how customers use a platform is the bedrock of a good CS playbook. Where are the risks? What does Sales need to know? What matters to the customer? Data isn't everything, but it can give you a major head start. As a leader, I want my teams intellectually engaged. Great people demand an environment where they can develop skills, and good training structures encourage high-level thinking. Customer Success should be a collaborative exercise, and a creative one as well. I feel that any team I manage should be a center of excellence.

Senior operations manager with 11 years of experience leading cross-functional teams in training and operations in the United States and abroad.

People leave managers, not companies. All the turnover you are experiencing on your sales teams is due to ineffective sales management. Don’t have a lot of turnover? Even better. 60% of your salesforce is just cruising along. Flying under the radar. You keep throwing money at the problem. Your internal sales training and sales enablement programs are fantastic. You teach new salespeople the product. How to sell the product And how to close the prospect Sounds like a winning formula, right? Wrong. If you don’t teach your managers how to lead, no amount of training you ever do will be effective. Ask yourself these questions: What is the biggest complaint you hear in your exit interviews? Why are only the top 30% actually hitting quota monthly? Why does it take so long for a new rep to pay for themselves? The answers to your questions all pint back to the same root cause – ineffective sales management. Now before you go blast your managers and fire them. Take a moment and think about how much has been invested in developing the manager. If you are honest with yourself, they have not gotten consistent and comprehensive sales leadership training. So, if they have not been developed, how do you expect to develop anyone else? Research shows that investing in the development of your sales manager provides a 10x ROI and investing only in team training results in a 0.5x ROI. Yes. You lose money after just training the team. So you can invest $30,000 in developing your sales manager and get a $300,000 return OR invest $30,000 in sales team training and get a $15,000 return. That sounds fantastic, Wesleyne but how does it actually work. Option A So, you invest in developing your manager. They learn how to lead better, and they work with all 10 people on their team to level up. Each person closes 1 new deal for $30k within 60 days. ROI 10x Option B You stick your salespeople in a room for 8 hours and train them. They leave excited. They try to implement what they learned, but their manager is pushing them to close everything, so they abandon their new techniques. Your top performer finds a way to implement something they learned and closes a deal, but the other 9 people fall back in their old habits. Do you want the one-to-many approach or the spray and hope model? Stop putting a Band-Aid on your problem and fix the root cause. Check out my guide for transforming sales managers into sales leaders. Give this to your managers so they can focus on themselves and not “fixing their teams. https://go.transformedsales.com/leadership-guide

4th-year student at James Madison University. B.A. Candidate (Theatre Major, Entrepreneurship Minor) 3-time Dean's List recipient, 2-time President's List recipient. Member of Omicron Delta Kappa National Leadership Honor Society. Brother of Delta Upsilon International Fraternity. Actor, Entrepreneur, Storyteller.