I am still figuring out how to lead my sales team. I recently employed 4 comission only sales rep and one internal outbound and one internal inbound sales staff. I find myself wondering if I'm guiding them correctly.. Only 1 of the commission team members are actually functioning The outbound sales guy isn't pushing several products he's focused on one and isnt showing initiative to learn more The inbound is doing okay but could be more aggressive in collecting reviews and following up with customers. It has only been one month but I think I need to set the pace here before it becomes the system

Starting Foundations wasn’t just a business decision. It was a leap of faith. No safety nets. No playbook. Just conviction that there was a better way to help early-stage companies build real, scalable revenue. It’s been messy, rewarding, and everything in between, but I wouldn’t trade it for anything. Grateful for the dream team beside me, and for every client who’s believed in what we’re building.

I love when a good plan comes together! This week Me and @Daniel Edwards met in person and made significant progress on our new social strategy. Whenever putting together a comprehensive plan, we don't just look at what needs to be done and approximation - but certainties so that when it comes time to execute - we simply follow the steps that we laid out. - Trial different softwares to know for a fact which one works - Do a time audit on how long different tasks take - Put together a budget of SPECIFIC platforms, AND what they each bring to the table. - Put together a RACI chart of who is responsible for what on any given basis. - Make sure that plan integrates seamlessly into each of our systems. It takes a lot more effort and work to put these kind of steps in place. BUT When all is said and done - it is undeniable what work/effort will be done on a weekly/monthly basis and what the outcomes will be!! Lets each share some wins down below!! What win are you proud of?

I had a realization while shopping for winter gear this morning. I was comparing expensive gloves - $80, $120, $150 - trying to find the perfect pair to keep my hands warm. Then it hit me: I was solving the wrong problem. Here's the thing about cold hands: they're not a glove problem. They're a core temperature problem. When your body gets cold, it prioritizes your vital organs and pulls blood away from your extremities. You can buy the most expensive, technical gloves on the market, but if your core isn't warm, your hands will still freeze. The solution? A better jacket. Fix the core issue, and suddenly even cheap gloves work fine. This is exactly what I see founders doing in their businesses. You're laser-focused on the "cold hands" - the visible problem right in front of you. Revenue's down, so you hire more salespeople. Customer complaints are up, so you expand support. Projects are delayed, so you add more project managers. But you're buying expensive gloves when what you really need is a better jacket. These aren't isolated problems. They're symptoms of systemic issues upstream: • That sales underperformance? It might stem from unclear positioning or a broken lead qualification process • Those customer complaints? Could be a flawed onboarding system setting wrong expectations • The project delays? Perhaps it's unclear decision-making frameworks or misaligned priorities at the leadership level When you're inside the business every day, you're too close to see it. You feel the cold hands, so you focus on the hands. It's natural. It's human. But it's expensive and exhausting. You end up in a cycle of putting out fires, treating symptoms, buying increasingly expensive "gloves" that never quite solve the problem. Meanwhile, the core issue continues generating new problems downstream. Find the root - find the cause - fix that. ....and if you can't call us! ☎️