Sales
Higher quality pipeline. Fewer no-decisions.
AEs leave with a structured discovery discipline that builds multi-stakeholder business cases from the inside out. Deals that previously stalled move. Forecasts become more reliable.
GTM Coaching • B2B SaaS • Cross-functionalYour AEs and SEs
Your AEs and SEs
are not the problem.
The system is.
Most GTM teams train in silos and wonder why execution is inconsistent.
I work with CROs and revenue leaders to build a shared operating model — applied to live deals, across every function that touches the buyer.
6-8
Weeks per engagement
Not a one-day event. A sustained system applied to your live pipeline.
70%
Application in every session
Frameworks practised on real deals, not hypothetical case studies.
4
Functions coached together
AEs, SEs, CS, and Services. One shared operating model.
5★
Client rating
From Jonathan Corrie, CEO of Precursive.
Outcomes by Function
What changes for each part of your GTM team.
A shared operating model does not mean identical training. Each function leaves with outcomes specific to their role and a shared language that makes the whole motion more coherent.
Solutions
SEs who shape deals, not just support them.
Presales teams leave with the commercial language and demo structure to drive decisions, not just demonstrate features. Discovery-led demos that speak to economic buyers.
Customer Success
Renewals grounded in demonstrated value.
CS teams leave with the ability to quantify and communicate the outcomes their customers have achieved — and use that evidence to drive expansion and protect retention.
Professional Services
Delivery teams that speak the language of business.
Services teams leave with commercial awareness and value communication skills that elevate every customer interaction — from onboarding to delivery reviews.
Your GTM team's outcome
Qualify better. Execute better. Forecast better.
SalesSolutionsCustomer SuccessProfessional Services
Why Training Fails
The reason last year's training didn't work.
It wasn't your team. It wasn't the trainer. It was the structure.
Trained in silos.
AEs attend one program. SEs attend another. CS is left out entirely. The result is a team that speaks three different languages in front of the same buyer.
Applied to hypotheticals.
Case studies and role plays feel relevant in a room. They degrade within weeks because they were never practised under real commercial pressure on real deals.
No reinforcement.
A two-day workshop produces awareness, not behaviour change. Without weekly reinforcement applied to live opportunities, skills revert to default within a quarter.
"If you don't invest in people, if you don't take the time and effort, how do you expect them to learn? By osmosis?"
Jonathan Corrie, CEO, Precursive
See how this engagement worksThe Decision Confidence Operating System
Value Discovery is the foundation. Everything builds from it.
The system is structured in two tracks — Foundational and Advanced. Value Discovery anchors the foundational track because it is the prerequisite for everything else. You cannot demonstrate value you haven't discovered. You cannot tell a story around a problem you haven't diagnosed.
What to Expect
What a coaching engagement actually feels like.
From a CRO or VP perspective, here is what sets this engagement apart from everything else you have tried.
01
Expect your team to be challenged.
This is not a comfortable affirmation of existing habits. Your team will be pushed to examine how they currently discover, demonstrate, and defend value — and to do it differently. Leaders are part of that conversation, not observers of it.
02
Expect the focus to be on the buyer's business problem.
Every session is anchored in your buyers' reality — their priorities, their stakeholders, their decision-making constraints. The methodology is built around helping buyers decide, not helping sellers pitch.
03
Expect AEs, SEs, and CS to work as one team.
Cross-functional sessions are not a nice-to-have. They are the mechanism by which a shared operating model is built. Functions that have never been in the same room — with the same framework and the same language — discover what alignment actually feels like.
04
Expect your live deals to be part of every session.
Frameworks are not taught in isolation and then left to the team to apply. Every session uses your actual pipeline as the raw material. The Value Discovery Map and Compass Questioning Model are practised under real commercial pressure, not in a hypothetical.
05
Expect a buyer-first mentality to become the default.
By the end of the engagement, your team's instinct — in every discovery call, every demo, every follow-up — should be to ask what the buyer needs to be able to decide, not what you need to say to close. That shift is the outcome.
The Investment
Your team is already a significant investment. Protect it.
A GTM team of nine people represents close to $1 million in combined salary. The question is not whether coaching costs money. The question is what it costs to leave that investment underperforming.
Skills left undeveloped, deals lost to no-decision, margin eroded in negotiation. The commercial case for this engagement builds itself.
Win rate improvement
Better discovery and stronger business cases close the gap between a good demo and a signed order. Teams see measurable improvement within the engagement window.
Faster decision cycles
Buyers who receive structured value discovery move through buying committees faster. Deals that previously slipped stall less often when the business case is built from the inside out.
Margin protection
Teams that negotiate from a position of established value concede less in procurement. Commercial negotiation coached after value demonstration, not instead of it.
Client Story
What changes when the whole GTM team learns together.
Precursive
Professional Services Automation • UK & United States
4
Functions
8
Week program
5★
CEO rating
The Challenge
Jonathan Corrie, CEO of Precursive, needed his GTM organisation to be tightly aligned across Sales, Customer Success, and Services. The problem was threefold: inconsistent customer engagement across functions, varied ability to communicate business value to multiple stakeholder types, and limited commercial awareness within the Services team despite their direct customer contact.
"I wanted some consistency in those teams regarding customer engagement, discovery, how we communicate the value of our solutions to our customers and the individual stakeholders within those companies."
What Changed
✓
Sales & Presales: The Value Discovery Map gave the presales team a structured approach to multi-stakeholder discovery. AEs learned to look horizontally and vertically across buyer organisations rather than remaining single-threaded.
✓
Services & CS: The most significant shift was moving from product knowledge-led demonstrations to value-led conversations anchored in business outcomes relevant to the specific audience.
✓
Observable change: "Everyone is much more in tune to: how do we talk about value? How do we communicate value? How do we diagnose value? That's genuinely noticeable. Raising the altitude of how people think."
✓
Business impact: "We're on for a very strong year, and this will definitely be a part of the foundation."
"Working with you has been an absolute pleasure. You've been so professional, always prepared for every meeting. You demonstrate immediately that I've made a good decision on partnering. You showed up, you were prepared, you knew my business. Probably the best virtual training I've attended. Five stars. Highly recommend."
Jonathan CorrieCEO, Precursive
What other clients say.
One of the most relatable and relevant facilitators I've worked with
Nikhil's ability to tailor his approach to different groups with unique challenges was truly impressive. His genuine interest in understanding our business prior to the workshop led to exceptionally strong outcomes.
Pooja KumarDirector Field Enablement, JAPAC — Adobe
Complex concepts feel immediately actionable
His ability to connect strategic themes like value discovery with the real, day-to-day challenges of our sales teams across regions was especially valuable. What stood out most was how quickly he earned the group's attention and respect.
Robert LatasManaging Director — Thinkproject Poland
An absolute masterclass in value-based selling
Instead of traditional lectures, Nikhil demonstrates value-based selling through value-based teaching. Real life situations, live deal guidance, brainstorming exercises and constant reinforcement are the norm.
Gavin ThomasManager, Presales SEA — Locus
Our first step starts here.
If what you've read resonates with the reality your team is working in, schedule a leadership conversation. I work with a limited number of clients at any time to ensure depth over volume.
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