Revenue leadership for enterprise GTM

Hope is not a sales motion.

For B2B companies whose next stage of growth depends on scaling beyond the founder, moving upmarket, or restarting growth that has stalled.

We partner with CEOs and founders to upgrade their sales execution.

Turn transactional sellers into deal makers.

We build the discipline that wins bigger deals, qualifies harder, holds full value at close, and plans expansion from the first sale.

See how we help →

Red flags

Signs you need more control in your sales process.

  • The founder is still in too many deals, big and small.
  • AEs take deals as they come. Never sized, never shaped, value left on the table.
  • Deals are single threaded with one coach who has no power to sign.
  • Too many deals called in the deal walk slip into next quarter.
  • Revenue growth is flattening.
  • AEs sell from behind a screen and never get on site.

Replacing sellers takes most of a year once you count hiring and ramp. It is also the more expensive path. Fixing the systems and implementing the motion takes a quarter and lifts the team you already have. Start there. It will also show you who the real talent problems are.

Hope is not a sales motion. This is.

The playbook

A revenue operating system your organization can actually run.

Seven steps in a full cycle sales process, from first target to expansion, and nine components that make it repeatable.

Before the signature · Forecast gates

  1. 01Target

    Stay above the noise.

  2. 02Qualify

    No science projects.

  3. 03Pursue

    Teach them something about their own business.

  4. 04Close

    Orchestrate the close. Never chase it.

After the signature · Lifetime value gates

  1. 05Implement

    Stick the landing.

  2. 06Optimize

    Ingrain the solution. Earn the renewal.

  3. 07Grow

    Growth is a sales motion, not a support function.

  4. Repeat

    Every expansion goes back through Qualify.

What we install to run it.

Foundation

  • PMF, ICP and Field Built Personas (by segment)
  • The Pipeline Engine
  • Coaching and Development

Deal execution

  • The Trusted Forecast
  • The GTM Coalition
  • The Deal Control Playbook

Scale and durability

  • Change Management: The United Front
  • The Expansion Engine
  • Vertical Industry Centers of Excellence

AI inside the system

AI is a force multiplier. The Slopeline playbook is what it multiplies.

AI changed the work around the deal. It did not change what wins it.

AI makes a disciplined team faster. It does not make an undisciplined team disciplined.

See the full playbook →

How we work together

Experienced revenue leadership. Engagements built around your priorities.

Scoped to the challenge and revenue stage you are in.

Engagement 01

100 Day GTM Motion Upgrade

Diagnose. Decide. Deliver.

Raise the standard for how your team qualifies, pursues, forecasts, and wins bigger deals. Proven system and sales motion. Revenue friction points diagnosed within 30 days. Priorities scored and stack ranked by day 45. Amplify what is working well. The new system running by day 100. Deals in flight coached from week one so momentum keeps building.

How the 100 days work
  • Days 1–30 Diagnose. Start with PMF, the ICP and vertical industries. What is the scoring system? Who gets the most value from the product, and why? What is the focus to noise ratio? Get in the systems and tools to review recent wins and losses and the month and quarter closes. Run a deep dive on the top of the pipeline and the funnel. Ride along with the AEs and SEs through every stage of the sales process on live deals, from demo to deal desk to close. Meet with RevOps to learn what is working and what isn’t. Interview the AEs, SEs, CSMs and sales leaders: where do they need help to be more successful? Get an unfiltered, confidential view from the front line.

    Audit the last three quarters of deal walks and closes, then deal walk the top 10 opportunities, focused on aging and stage exit criteria.

    At the top of the funnel: how accounts are targeted, which signals are created and ranked against the ICP, and whether the campaigns, plays and follow up actually run. Review recent closed lost, see which deals still depend on the founder, and pressure test ICP discipline, personas, pricing and messaging. Set the baseline: forecast accuracy, commit quality, stage conversion, days in stage, and pipeline created against the ICP. Coaching on deals in flight starts now. Output: a written diagnosis of the GTM gaps and the physics of the environment.
  • Days 31–45 Decide. Turn the diagnosis into prioritized decisions on paper, with resources allocated and the cross functional coalition brought in, included and aligned to support the initiatives. The ICP ratified, signals prioritized, stage exit criteria implemented in the CRM, noise reduced, and enablement in place. Rules of engagement modified if necessary. Output: the decisions document, and the order the pieces go in.
  • Days 46–100 Deliver. The top priorities go first, each implemented, tuned and trained before the next. Depending on the diagnosis: gate criteria live in the CRM, the signal, campaign and follow up mechanics rebuilt, a cross functional deal walk, a weekly AE 1:1 framework, an enablement cadence, one revenue dashboard. Deals in flight are coached through the new gates. Output: the first priorities running, the team trained, the rest sequenced.

Results start immediately: deals in flight move between stages, and the ones that fail the gates are downgraded before they slip. A complex Fortune 100 close can still take 12 months, and we will not pretend otherwise. What changes is repeatability, and revenue velocity follows.

Engagement 02

Strategic Deal Advisory

Bring us the deal you can’t afford to lose.

For the deal that defines the year: a first Fortune 100 logo, a strategic partnership, a competitive takeout. We work alongside the CEO and the deal team, run the pursuit with the Deal Control Playbook, and align executives on both sides through the close. One or two deals at a time.

Engagement 03

Ongoing Advisory

Someone in your corner who has carried the number.

After the 100 days, or beside a revenue leader who wants a second set of eyes. A monthly operating review, a seat in the forecast call and the deal walk, and coaching for your revenue leader, so the system gets sharper and ready to scale. Where there is no revenue leader yet, we embed more deeply until there is.

About

B.J. Moore

B.J. has spent 25 years building enterprise revenue at every stage: 0 to 1, 1 to scale, and operating at scale. Officer, board presenter, and builder of every customer facing role, before and after the sale. Slopeline brings that experience to companies scaling sales beyond the founder, moving upmarket, or shifting from product led growth to a sales led motion.

Read the full story →

Track record

Four chapters. One pattern.

Find product market fit. Build the motion. Move the company upmarket. Repeat.

126%

Twilio

Of plan despite rebuilding nearly 3/4 of the team. Moved upmarket, shifting enterprise revenue mix from 25% to 72% in 12 months.

Read the Twilio chapter →
0 to 1

Glympse

26 people. No enterprise team. A 17,000 technician deployment with a Fortune 100 company in under 12 months.

Read the Glympse chapter →
$500M

AT&T Mobility

Ran a Fortune 300 book with a full P&L, and the number one sales branch in the nation.

Read the AT&T chapter →

Before you get in touch

The questions people actually ask.

Why not just hire a VP of Sales?

A VP of Sales runs the motion you have. We build the one you need, then hand it over, often to the VP you hire next.

The practical difference is risk and speed. A full time enterprise VP is a six figure commitment, a three to six month search, and a bet that the person who scaled someone else’s company can build yours. We start in days, cost a fraction of a bad hire, and if the right answer is a permanent leader, we’ll tell you and help you define the role.

What does an engagement cost?

It depends on scope, and we price to the problem, not to hours. Hourly billing commoditizes the work and invites arguments about timesheets instead of outcomes.

The 100 Day GTM Motion Upgrade is a fixed engagement. Strategic Deal Advisory is scoped to the deal. Ongoing Advisory is a monthly engagement. Structure can be cash, equity, or a blend.

You’ll have real numbers before the second conversation, and you won’t get a proposal until we understand what your goals are.

How can you help us leverage AI?

Leverage the tools you already have. Identify how they are working together as a GTM workflow. Is there anything not working the way you expect?

We work closely with your Marketing, Sales and RevOps teams to set the standards in the CRM, the forecast and your conversation intelligence tool, to ensure AI interlocks with the playbook.

How long does it take to fix a broken revenue motion?

You’ll get specific observations at the end of our first working session. That conversation is the proof of value, and plenty of people take those and act on their own.

In a 100 Day GTM Motion Upgrade, deals in flight are coached from week one, priorities are agreed by day 45, and the new motion is running by day 100. Forecast discipline and deal inspection usually move first, because they are the fastest to change and the easiest to feel. Pipeline quality shifts over one quarter. Win rate is the slowest, because it depends on deals that entered the pipeline before anything changed, and closing a complex Fortune 100 deal can take 12 months.

What happens when the engagement ends?

That’s the point of the engagement. The measure of the work is whether your team runs the system without us: documented, owned internally, and still working two quarters later.

We’re not building a dependency. Consultants who make themselves permanently necessary have optimized for their own revenue, not yours. Every engagement ends with a defined handoff to the person who now owns it. If you want a second set of eyes while it matures, Ongoing Advisory keeps us in the forecast call and the deal walk.

How do I know if now is the right time?

The signal is usually this: revenue flat or growth slowing. The founder still in too many deals. Having a challenge moving upmarket. A team growing faster than the system holding it. Too many deals called in the deal walk slipping into next quarter. Deals closing with money left on the table. A board asking forecast questions the leader cannot answer cleanly.

The instinct in those moments is to fire, hire, add headcount, or buy a tool. The first move is to remove hope and get to the facts: what is working, and what is not. How much of it is a systems issue, a people issue or a PMF issue. If you are not sure, the first conversation is diagnostic, not a pitch. You will leave with something useful either way.

Start here

Bring us the revenue problem you cannot explain cleanly.

Tell us what is happening, what the number is doing, and the one thing you most want fixed in the next 90 days. We will tell you what we would look at first.

Prefer email? BJ@slopelineconsulting.com
Connect on LinkedIn