Pipeline
Pipeline gets built. It doesn't close.
Marketing says the funnel is healthy. Sales says the leads are weak. The forecast slips by 18% every quarter and nobody can pin what changed. The diagnostic isn't on the dashboard.
Now booking Q3 diagnostics
Most sales orgs don't have a methodology problem. They have an execution problem.
Yes or Yes Group diagnoses what's actually capping your team, then rebuilds the operating cadence that closes the gap. Built for revenue leaders done buying frameworks that didn't survive Monday.
Active engagements
8Q3 cohort, live
Diagnostic slots remaining
2Closing late June
Avg. response time
< 1 dayDirect from Jill, no autoresponders
Engagements per year, capped
≤ 8By design, not by bandwidth
Built inside the orgs of
- Tony Robbins Companies
- Fortune 500 commercial org (under NDA)
- Stanford Graduate School of Business
- Director tier engagement (NDA)
- Enterprise SaaS leader (NDA)
- PE portfolio rollup (NDA)
- Series B SaaS (NDA)
- Healthtech leader (NDA)
- Public listed media (NDA)
- Growth stage fintech (NDA)
If you're here
One of these three things just happened.
The work we do has a sharp shape. If you don't recognize the team in at least one of these, we're probably not your firm — and we'll say so on the call.
Ramp
You hire reps. They don't ramp.
Six months in, the new cohort still sits at 40% of quota. Onboarding got longer. Productivity didn't. The playbook works fine in slides. On the discovery call, new reps still freeze.
Execution
The methodology is fine. Execution isn't.
MEDDIC, Sandler, Challenger; your team has all the labels. Deal reviews still surface the same gaps. Reps know what to ask. They don't know how to handle what they hear back. The system is right. The behavior is wrong.
What we do differently
We don't sell another framework.
Every sales org we've rebuilt already had a methodology. What they didn't have was an honest read on what was actually capping the team, and an operating cadence that turned diagnosis into measurable behavior change inside ninety days.
Our work sits at the intersection of two things. Performance psychology: how reps actually behave under quota pressure. Operational rigor: the weekly cadence that compounds small behavior shifts into durable revenue lift. It's the work most consultancies skip, because it's slower, less leveraged, and harder to ship a deck for.
Performance psychology
Twenty years inside Tony Robbins' organization, applied to commercial teams rather than life coaching. Why reps freeze. Why managers avoid hard conversations. Why your top performers eventually walk.
Operational rigor
Weekly operating cadence, deal review structure, ramp instrumentation. We don't write a playbook and leave. We sit inside the org for a quarter and pressure test it on live deals.
The operating model
Four stages. One quarter. Measurable lift.
A ninety day engagement, structured the way a great CRO would run it internally if they had the bandwidth and the diagnostic precision.
DiagnoseWeeks 1 to 3
Find what's actually capping the team.
Deal call review across stages, manager 1:1 audits, ramp curve modeling. The output is a single ranked list of execution gaps with evidence, not opinions.
ArchitectWeeks 3 to 5
Rebuild the operating cadence.
The weekly rhythm. The deal review structure. The manager scorecard. Designed to surface behavior change rather than generate slides, and reviewed live with you instead of handed over in a deck.
ActivateWeeks 5 to 11
Sit inside the org and pressure test.
Weekly working sessions with managers and frontline reps. Coaching on live deals, not roleplays. We're in the deal review, in the forecast call, in the 1:1, adjusting the cadence as it meets reality.
CompoundWeeks 11 to 13, plus a ninety day review
Hand off a system that keeps working.
Operating manual. Manager certification. A ninety day post engagement review. The cadence runs without us. We're available for the questions. We're not the dependency.
Who's actually doing the work
Jill Wheaton. Founder and lead advisor.
I spent twenty years at the intersection of human performance and commercial outcomes. Director of Business Solutions for Tony Robbins. On the Stanford GSB faculty. Inside the sales orgs of Fortune 500 companies whose names I can't print here.
What I learned is simple. Methodology gets you to the pitch. Behavior gets you to close. Nobody in this category does the slow, unglamorous work of changing how reps act under pressure, because that work is hard to package and slow to invoice for. That's why I built this.
When I'm in your business, I'm in your business. I run small. I run direct. I take eight engagements a year, not eighty.
- Years at the human performance and sales intersection20+
- Former role at Tony Robbins CompaniesDirector, Business Solutions
- Stanford GSBFormer instructor
- Sales leaders advisedFortune 500 plus scaling SaaS
Engagement outcomes
- 32%Avg. ramp time reduction across last twelve engagements
- 1.7×Avg. attainment lift, ninety days post engagement
- ≤8Engagements taken per year, by design
- 100%Engagements that included direct CRO coaching
Honest answers
The questions revenue leaders actually ask.
The next step
Stop buying frameworks. Start changing outcomes.
A forty five minute diagnostic call with Jill. We'll pressure test where the team is actually capped, whether the work we do is the right work for you, and what a ninety day engagement would look like if it is. No pitch deck.
A forty five minute working call. Pressure tested, not scripted.
If the work isn't right for you, you'll hear it on the call, with a pointer to someone better suited.
No pitch deck. No follow up funnel. Direct from Jill.
Tell us where you're stuck.
We respond within one business day. If it's not a fit, we'll say so, and point you at someone better suited.