The Last Mile Practice

The tech got bought. The training happened. Sellers are still running the same conversations.

That's where the revenue is.

I change what sellers actually do in the conversation, and tie it to the number.

The problem

You can see the outcome and not the cause. Pipeline stalls at the same stage every quarter and nobody can say why. Discovery is thin, so deals get re-qualified late or die on price. Training gets delivered, everyone attends, and the calls sound identical the following week.

The one system that holds the answer is the CI platform, and it's being used as a recording archive.

Behavior doesn't change because someone was told what good looks like in a training room. It changes when good is defined for a specific call at a specific stage, built into a manager's 1:1, and visible in the forecast.

Proof

What changed when the work moved into the conversation.

Pricing objections were costing deals nobody was reviewing

Situation.

Global business software company, 1,000+ sellers across NA, EMEA and APAC. A CI platform in place, used as a recording archive. Manager coaching under 20%. Deals were being lost on price and every post-mortem was anecdote.

What the calls said.

Reps were conceding early and framing value after price had already anchored the conversation. Not a discount-approval problem. A sequencing problem, in a specific stage of a specific call type.

What changed.

I built call-type scorecards with the frontline managers rather than for them, defining the outcome of each conversation and what good looked like in it. Those scorecards went into existing 1:1s, forecast reviews, and deal-risk flags.

Result: 7–10% win-rate improvement on pricing-objection deals. Manager coaching reached 90% in one quarter.

A launch that failed, then worked

Situation.

PE-owned enterprise software company. New sales engagement platform rolled out to the full selling org. Adoption stalled inside a quarter.

What went wrong.

I launched it without frontline manager buy-in. Reps saw another system to log into, managers had no reason to reinforce it, and usage flatlined. That was mine.

What changed.

I relaunched around the work sellers were already doing, rebuilt sequences to match how deals actually progressed, and tied the platform to manager pipeline reviews. Re-enabled reps in the flow of work instead of retraining them.

Result: usage up 35%, near-full adoption, $15M in influenced revenue.

New sellers taking a full quarter to produce

Situation.

Global software company. Onboarding existed in name only, with no defined timeline to full ramp and no measure of when a new seller was actually productive.

What the calls said.

New reps were pattern-matching off whoever sat near them. The conversations that mattered most in the first 90 days were the ones nobody had taught.

What changed.

I rebuilt onboarding around those conversations, running four cohorts per quarter while building the new program in parallel. Certification tied to demonstrated behavior, not module completion.

Result: time to first deal moved from a quarter to 30 days. 1,700 reps through the combined programs.

Infrastructure behind the work: Chorus stood up in 45 days at a global software org, six months at a PE-owned software company. Custom Genesys-to-Chorus connector delivering first full-cycle call visibility for 300 SDRs globally. Outreach voice connector live with 88 SDRs and 30K dials captured in month one. Copilot Studio and Power Automate agents cutting three hours a week from deck updates and follow-ups.

How the work gets done

The last mile is behavioral.

Find the behavior.

Segment conversations by type and stage, then compare what happens in deals you win against deals you lose.

Define what good looks like.

One call type at a time, with the managers who own the coaching.

Put it where work already happens.

1:1s, pipeline reviews, deal-risk flags. Nothing that depends on a seller opening a new tab.

Prove it moved.

Behavior change shows up in the calls first, then in win rate, cycle time and ramp.

Who I work with

Teams with enough signal to act — and enough complexity to need a system.

B2B sales orgs from roughly 100 to 1,500 sellers with a CI or engagement platform already in place.

CROs and VPs of Sales who can name the number they're missing but not the conversation causing it.

Enablement leaders who need to show revenue impact, not program activity.

PE and growth-equity operating partners standardizing how revenue gets produced across a portfolio.

About

“I carried a number before I built programs for people who carry one. That's why the work starts in the calls.”

Twenty years in sales and enablement, starting in the seat. Sold into federal and local government, then pharmaceutical and medical device, then leadership development, before moving into enterprise sales technology.

Deploying conversation intelligence platforms since Chorus launched in 2015. Most recently ran global sales tech enablement for 1,000+ sellers across NA, EMEA and APAC. Hogan certified. Salesforce certified. Based in Phoenix.

Two paths

Bring me in for the work — or bring me onto the team.

This site is both a body of work and a way to understand how I operate.

Working with a team

Project-based, fractional, and portfolio work.

Conversation-to-Revenue Diagnostic · 2 weeks

What your calls say about where revenue is leaking, which behaviors are costing you, and the shortest path to changing them. Includes an AI-in-the-revenue-stack review for teams with EU exposure.

Behavior Change Sprint · 3 weeks

Call-type scorecards, manager enablement, and the reporting layer connecting behavior to pipeline. Built and handed off.

Fractional Enablement Leadership · monthly

Standing up the function, or covering the gap between leaders.

Portfolio Deployment · monthly

One standard for how revenue behavior gets measured across multiple companies.

Talk about a project

Hiring me full-time

Director, Head of, or VP-level revenue enablement / sales technology leadership.

What I bring

Global enablement strategy, conversation intelligence, manager coaching systems, sales technology adoption, onboarding, change management, and measurable revenue impact.

The through-line

I connect technology, seller behavior, manager routines, and revenue metrics. The job is not to launch the system. The job is to make the system change what people do.

Where I fit best

Organizations modernizing their revenue motion, integrating a sales technology stack, rebuilding enablement around measurable behaviors, or scaling across regions and business units.

Discuss an FTE role Request résumé

Contact

The number is already telling you something. The calls usually tell you why.

For project work, fractional leadership, portfolio support, or full-time roles.

Email Rita