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.
One of these three things just happened.The diagnostic looks for these signals first. If your team shows none of them, this is not your firm, and we'll say so on the call.
- [00:00.214]WARNmodule.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.
- [00:01.087]WARNmodule.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.
- [00:02.355]FAILmodule.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.
// exited with 3 findings; review handed off to architect_phase
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.
- 01Weeks 1 to 3
job.diagnose
> 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.
complete - 02Weeks 3 to 5
job.architect
> 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.
running - 03Weeks 5 to 11
job.activate
> 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.
running - 04Weeks 11 to 13, plus a ninety day review
job.compound
> 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.
queued
Jill Wheaton, founder and lead advisor.
stdout / quote“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.”
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.
- tony_robbins.com / directorYears at the human performance and sales intersection20+
- stanford.gsb / facultyFormer role at Tony Robbins CompaniesDirector, Business Solutions
- fortune_500 / advisorStanford GSBFormer instructor
- yoy_group / founderSales leaders advisedFortune 500 plus scaling SaaS
Engagement outcomes
- avg. ramp time reduction0%last twelve engagements
- avg. attainment lift0.0×ninety days post engagement
- engagements taken per year≤ 0by design, not by bandwidth
- engagements with CRO coaching0%every engagement
Questions revenue leaders ask on the first call.
Those firms sell methodology: a curriculum, a certification, an operating system. They're good at what they do. We don't compete with them. We work with sales orgs whose problem isn't that the methodology is wrong; it's that the execution didn't survive contact with the customer. If you've already deployed MEDDIC and the forecast still slips, that's our work, not theirs.
It's Jill, on every engagement, in every working session. The firm is structured around her presence rather than a delivery team that scales horizontally. That's why we cap at eight engagements a year. If you need a larger lift and shift program, we're the wrong partner, and we'll say so on the first call.
We're a consulting practice, not a training shop. Engagements run ninety days, embedded inside your org. Training is a byproduct: the operating cadence we install changes how managers coach. The deliverable, though, is durable system change. Not a workshop deck.
Engagements price in the range of large enterprise consulting projects. We share specifics on the diagnostic call, once we understand scope. We don't publish a number, because we won't work with you if price is the first question, and we don't want to attract those engagements.
Mostly sales leaders inside Fortune 500 commercial orgs, and growth stage SaaS companies between thirty million and three hundred million ARR. The buyer is usually a CRO, a VP Sales, or a founder CEO holding the sales seat directly. Industry agnostic, though the highest leverage work tends to be where the sales cycle is consultative and the deal size warrants the diagnostic time.
$ compose new_diagnostic_request
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.