Stop Selling and Grow Your Business

When I joined my father’s marketing research company in 1997 as his first employee, I had no idea that letting go of sales would ultimately 10x our revenue. My initial role was building our new research service, while my father handled all sales. Since our new service was an upsell to existing clients, the sales process was relatively straightforward at first.

As we expanded into adjacent verticals and I hired more analysts, I stepped into the sales role while my father focused on managing the business. Despite having no formal sales training, I discovered I enjoyed the entire process – from conquering the fear of cold-calling to presenting our pitch in person and closing deals – and I got pretty good at it.

However, about five years in, I hit an inevitable wall. Balancing trade shows, client visits (this was pre-Zoom), and managing our growing analyst team (and a growing family) became unsustainable. When my father and I discussed hiring a dedicated salesperson, we grappled with common concerns: Could anyone be as effective as we were? How would we manage them? Would the expense justify itself?

That decision to hire our first salesperson transformed our business in ways we never anticipated:

Key Benefits We Experienced

1. Freedom to Work ON the Business: It enabled me to step into what Collective 54 emphasizes as crucial – working on the business rather than in it. This transition allowed me to embrace my natural role as a Visionary (as defined in EOS).
2. Scalable Sales Model: We developed a replicable sales model (though not perfect initially). While our subscription-based research services made this easier than pure consultative sales, the principle remains valid across professional services.
3. Enhanced Negotiation Power: With ownership removed from direct sales, our sales representatives had more flexibility in negotiations, and we could provide better support from behind the scenes.
4. Professional Market Presence: Having dedicated sales staff made us appear more established and professional in the market.
5. Improved Work-Life Balance: Stepping away from constant sales activities allowed us as owners to have more predictable schedules and focus on strategic initiatives rather than being pulled into every client conversation.
6. Enhanced Exit Value: A business with a proven sales team and process is typically more valuable to potential buyers than one dependent on the owner for sales.

The results spoke for themselves: we grew from $2 million to $5 million in just three years. Today, we’re approaching $20 million and have spent the past couple of years building a sophisticated sales organization comprising four account executives, two customer success managers, a business development representative, and a head of sales.

Critical Lessons Learned

It hasn’t been a smooth or easy journey to get here and I’ve learned a few things on the way:

1. Sales Leadership is Different from Selling: Consider hiring a fractional sales leader early to establish proper processes. We initially relied too heavily on our first salesperson’s expertise without developing our own systematic approach.
2. Account Transitions Require Planning: Moving from one account executive to multiple needs careful orchestration. Create clear expectations and stick to them – don’t let senior staff cherry-pick accounts as we did.
3. Strategic Compensation Planning: Align compensation with specific business goals from the start. A fractional sales leader can provide valuable guidance here.
4. Leverage Professional Networks: While Collective 54 wasn’t available when we started, it does now and it can help significantly reduce your learning curve.

The Path Forward

If you’re a professional services owner still handling sales, I strongly encourage you to consider transitioning out of that role. Your expertise is best applied to working on your business’s future rather than maintaining its present. The initial discomfort of letting go of sales control is far outweighed by the potential for growth and the freedom to lead strategically. This shift isn’t just about delegation – it’s about creating space to focus on strategic growth, scaling your business, and positioning it for a successful exit.