- Clarify what the sales organization is trying to win, where, and why now—so effort stops scattering across “interesting” pursuits.
- Translate strategy into choices: ideal customer profile, priority segments, target outcomes, and what to stop doing.
- Align goals, territories, coverage, and investment to those choices, so capacity matches ambition.
- Set the planning cadence and a few truth‑telling measures that surface problems early in the quarter.
- Produce a plan managers can run weekly—not a deck that expires after kickoff.
Fractional leadership • Executive shadowing • Upskilling programs
Close the sales leadership gaps that keep pipeline, forecasts, and teams stuck.
We help B2B organizations install a Sales Leadership Operating System: a practical set of responsibilities, cadences, and standards that turns intent into consistent execution.
30+ years in B2B sales leadership
Strategy, execution, coaching, and change across complex cycles.
Enterprise deal experience
Multi‑stakeholder pursuits and contracts in the $5M–$130M range.
Global & cross‑functional
Sales, marketing, product, finance, and customer success alignment.
Hands‑on operator
Fractional leadership that embeds, executes, and transfers capability.
Engagement modes
Three ways to work together
Choose the level of involvement that matches your urgency, context, and internal capacity.
Fractional sales leadership
Part‑time VP Sales / CSO support
We embed into your operating rhythm and lead priorities, cadence, and execution—without the delay and cost of a full-time hire.
Executive shadowing
In‑context observation + coaching
We shadow your real week: 1:1s, pipeline reviews, deal reviews, forecast calls—then coach and correct where decisions actually happen.
Training & upskilling
Programs built around your gaps
We design and deliver targeted enablement for leaders, managers, and teams, and we install routines, tools, and standards that stick—rather than running motivational workshops.
The framework
Use this as a diagnostic
The Sales Leadership Operating System
Nine core responsibilities that function like a high-performing body: strong on their own, decisive when operated together. Each one answers a different leadership question—direction, people capability, cross‑functional alignment, execution discipline, commercial governance, market signal, operating control, customer value retention, and change adoption. Used as a diagnostic, they help you pinpoint where performance is leaking; used as an operating system, they define what leaders must do every week to keep revenue predictable. In practice, we don’t ‘fix everything’—we strengthen the few responsibilities that are constraining the rest.
1
Strategy & Planning
North Star
1
Strategy & Planning
2
People, Culture & Capability
Team
2
People, Culture & Capability
- Raise team capability where it matters: manager effectiveness, deal leadership, and execution discipline.
- Define role clarity and performance standards so expectations are consistent across teams and geographies.
- Improve hiring signals, onboarding, and ramp plans so new talent becomes productive faster.
- Build a coaching rhythm that turns manager time into improved behavior, not more meetings.
- Create the culture you actually need—accountable, collaborative, customer‑oriented—through leadership behaviors.
3
GTM Design & Cross‑Functional Alignment
GTM
3
GTM Design & Cross‑Functional Alignment
- Map how revenue should flow across Marketing, Sales, Customer Success, and Product—then remove handoffs that leak value.
- Sharpen messaging and value propositions so teams speak with one voice to the market and to executives.
- Design the right coverage model (hunters, farmers, overlays, partners) for your buying cycle and deal complexity.
- Put alignment in writing: definitions, ownership, service levels, and escalation rules that survive busy quarters.
- Deliver a single operating motion that customers experience as clarity—not internal friction.
4
Pipeline & Execution
Discipline
4
Pipeline & Execution
- Install stage definitions and qualification standards so pipeline reflects reality, not hope.
- Build a weekly cadence for pipeline, forecast, and deal reviews that produces decisions—not status updates.
- Improve velocity by diagnosing why deals stall: access, value articulation, mutual plans, pricing posture, or follow‑through.
- Define what “good execution” looks like in the Customer Relationship Management (CRM) system and in manager coaching.
- Create a pipeline that behaves: cleaner forecasts, faster cycles, and fewer late surprises.
5
Deal Strategy & Commercial Governance
Governance
5
Deal Strategy & Commercial Governance
- Bring rigor to the moments that decide margin: qualification, deal strategy, pricing, negotiation, and contracting.
- Establish governance—who approves what, when, and on which evidence—so discounting becomes a controlled decision.
- Strengthen competitive posture and executive engagement so value is defended at the right altitude.
- Reduce delivery and legal risk by aligning commercial terms to what the organization can actually deliver.
- Close healthier deals: higher win probability, better margin, and fewer downstream escalations.
6
Market & Competitive Intelligence
Signal
6
Market & Competitive Intelligence
- Turn the field into a sensing system: win/loss learning, competitor moves, and customer signals that inform real choices.
- Standardize how insights are captured so learning becomes a habit, not a one‑time post‑mortem.
- Convert learning into plays: positioning, objection handling, competitor response, and account targeting.
- Keep feedback loops tight with Product and Marketing so the company adapts faster than the market changes.
- Improve pursuit strategy and reduce surprises in competitive cycles.
7
Revenue Operations & Performance Management
RevOps
7
Revenue Operations & Performance Management
- Make the numbers trustworthy: definitions, data hygiene, and reporting that reflects how revenue actually moves.
- Define a lean set of operating metrics—pipeline health, forecast accuracy, conversion, velocity, and productivity.
- Align process, tooling, and responsibilities so Sales Operations and managers reinforce the same standards.
- Create a cadence for performance conversations that drives action: resource shifts, coaching priorities, play deployment.
- Enable fact‑based leadership: faster course correction and less debate about what is true.
8
Customer Expansion & Retention
Expansion
8
Customer Expansion & Retention
- Treat retention and expansion as a managed motion, not something that “happens” if delivery is good.
- Define account health signals, executive coverage, renewal calendars, and stakeholder plans for critical customers.
- Build expansion plays that connect customer outcomes to commercial growth, with clear internal ownership.
- Reduce churn risk through early warning, escalation pathways, and cross‑functional response discipline.
- Create compounding growth: stronger renewals, more expansion, and increased customer advocacy.
9
Leadership Communication & Change Leadership
Change
9
Leadership Communication & Change Leadership
- Translate strategy and change into “what changes for us” clarity—so adoption does not rely on persuasion alone.
- Build communication routines that reinforce priorities: narratives, manager toolkits, and consistent messaging.
- Anticipate resistance and design change interventions: training, enablement, incentives, and practical guardrails.
- Create accountability through cadence and feedback loops so change persists after the launch moment.
- Drive faster adoption, less fatigue, and a team that can execute new ways of working.
Testimonials
What leaders say after we work together
A few examples of how engagements feel from the inside. Outcomes will be expanded with case studies as the practice grows.
Mohsen • Sales turnaround
“We stopped guessing and started running sales like a system.”
“My sales were slipping quarter after quarter, even while peers in our market were posting double‑digit growth. I knew something was off, but the team looked busy and the reports sounded optimistic. Apex Premium shadowed my sales executives across our real cadence—pipeline reviews, account planning, deal strategy, and forecasting—and surfaced the gaps we were collectively blind to. The feedback was direct, practical, and immediately actionable: planning discipline, stage hygiene, qualification standards, and manager follow‑through. Within 16 weeks, we had a clearer operating rhythm and a team that finally executed to the same plan—and sales were up by roughly 40%.”
Andrew • Customer retention
“Revenue was strong, but customer risk was quietly building.”
“On paper, we were winning—strong bookings, strong sales scores—but customer dissatisfaction kept showing up as complaints, escalations, and the kind of friction that threatens renewals. I needed help managing perception and reducing future churn without slowing down growth. Apex Premium built a dedicated customer expansion and retention program that tightened our executive coverage, clarified account health signals, and turned ‘reactive firefighting’ into proactive stakeholder management. Over a year, we saw a clear, double‑digit improvement in our aggregate Net Promoter Score (NPS) results—and, just as important, a calmer customer relationship environment.”
Natalia • People leadership
“My juniors needed clarity, not pressure.”
“I lead Account Management and have deep experience in the work, but growing junior account managers is a different challenge. I needed a repeatable way to recruit, onboard, and align them to our organization’s objectives. Apex Premium helped me put a solid foundation in place: clear hiring signals, onboarding steps that actually accelerate ramp‑up, and sales playbooks that connect daily behaviors to annual targets. Then we worked on my leadership cadence—communication, change leadership, and how to rally the team around priorities without burning them out. The result was a more confident group of account managers, clearer accountability, and stronger alignment to our yearly goals.”
Delivery
How engagements run
A simple sequence that keeps the work practical and adoption-focused.
Phase 1
Diagnose the real constraint
We identify the few leadership gaps that are driving downstream symptoms, using evidence from your cadence, data, and frontline reality.
Phase 2
Install the operating system
We put in place the responsibilities, routines, and standards that convert intent into consistent execution.
Phase 3
Transfer capability
We coach leaders and managers so the system survives beyond the engagement and performance becomes self-sustaining.
About
Operator first. Advisor when needed.
Apex Premium Professional Services is a Canadian sales consultancy house, established in 2023 and headquartered in Mississauga, Ontario. The practice was founded by a sales veteran with more than 30 years of experience selling complex B2B solutions across multiple geographies and cultural environments.
We operate hands-on: we provide fractional leadership when execution is urgent, we shadow leaders when habits need correction in the real cadence, and we upskill teams when capability must scale. The focus is practical—installing responsibilities, routines, and standards that make pipeline, forecasting, deal strategy, and customer expansion more predictable.
Credentials snapshot
- 30+ years of B2B sales and business development leadership across complex solution environments.
- Executive-level experience leading teams, building strategies, managing forecasts, and negotiating multi-stakeholder enterprise deals.
- Strong cross-functional operating experience spanning Sales, Marketing, Product, Finance, and Customer Success.
- Global, multicultural comfort: experience working across diverse regions and stakeholder environments.
Contact
Start with an intro or a Gap Scan
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Book an intro
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LinkedIn: linkedin.com/in/ibrahimsaleh
Request a Sales Leadership Gap Scan
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