01 / pipeline
Pipeline gets built. It doesn't close.
Marketing says the funnel is healthy. Sales says the leads are weak. Forecast slips 18% every quarter and nobody can pin what changed.
the diagnostic isn't on the dashboard.
Field notes / Pg. 01opened June 06
Most sales orgs are stuck,and it's almost never the methodology.
I'm Jill. I've spent twenty years inside Fortune 500 sales orgs and the Tony Robbins company looking under the hood of teams that should be working and aren't. Here's what I keep seeing, and how we fix it together.
— jw
Field notes / Pg. 02
Three things I see in every stuck team.
The work has a sharp shape. If your team shows up in none of these, this is not my firm, and I'll say so on the call.
promise.
02 / 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 in slides; on the discovery call new reps still freeze.
03 / execution
The methodology is fine. Execution isn't.
MEDDIC, Sandler, Challenger; the team has all the labels. Deal reviews surface the same gaps every week. Reps know what to ask. They don't know how to handle what they hear back.
the system is right; the behaviour is wrong.
Here's what I'd actually do in your business.
A ninety-day engagement, structured the way a great CRO would run it internally if they had the bandwidth and the diagnostic precision.
1.
weeks 1 to 3
I look first.
Deal-call review across stages, manager 1:1 audits, ramp-curve modelling. I come back with a single ranked list of execution gaps with evidence, not opinions.
no decks. no surveys.
2.
weeks 3 to 5
Then I rebuild the cadence.
The weekly rhythm, the deal-review structure, the manager scorecard. Designed to surface behaviour change rather than generate slides.
live with you, not over a deck.
3.
weeks 5 to 11
I sit inside, coaching live deals.
Weekly working sessions with managers and frontline reps. Coaching on live deals, not roleplays. I'm in the deal review, in the forecast call, in the 1:1, adjusting as it meets reality.
this is the slow, unglamorous part.
4.
weeks 11 to 13, + 90 day review
Then I leave a system that runs.
Operating manual, manager certification, ninety-day post-engagement review. The cadence keeps running. I'm available for the questions; I'm not the dependency.
i mean it about the leaving part.
A note from Jill.
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. Behaviour 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.
— Jill Wheaton
Founder, Yes or Yes Group
8 yrs
Tony Robbins Companies
Director, Business Solutions
5 yrs
Stanford GSB
Sales strategy faculty
20+ yrs
Fortune 500 sales orgs
Embedded advisor
ongoing
Growth-stage SaaS
$30M to $300M ARR
Some of what we've measured.
32%
avg. ramp-time reduction
last twelve engagements
1.7×
avg. attainment lift
ninety days post-engagement
≤ 8
engagements per year
by design, not bandwidth
100%
with direct CRO coaching
every engagement
Things people ask me on the first call.
Those firms sell methodology: a curriculum, a certification, an operating system. They're good at what they do. I don't compete with them. I 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 my work, not theirs.
It's me, on every engagement, in every working session. The firm is structured around my presence rather than a delivery team that scales horizontally. That's why I cap at eight engagements a year. If you need a larger lift-and-shift program, I'm the wrong partner, and I'll say so on the first call.
Consulting practice, not a training shop. Engagements run ninety days, embedded inside your org. Training is a byproduct: the operating cadence I 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. I share specifics on the call, once I understand scope. I don't publish a number, because I won't work with you if price is the first question, and I 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.
Let's talk.
A forty-five minute call with me. No pitch deck.
We'll pressure-test where the team is actually capped, whether this work is the right work for you, and what a ninety-day engagement would look like if it is.
Drop me a line and I'll get back to you within a business day. Direct, no autoresponders.