Whether sales still depends heavily on the founder or an existing team is not converting consistently, I work inside your live pipeline to improve the process, strengthen deal execution, and build a practical system your company can keep using.
Move critical sales knowledge out of one person’s head and into a working commercial system.
Improve how an existing team qualifies, progresses, reviews and closes complex opportunities.
A sales operation you can manageClear process, stronger execution and a repeatable operating rhythm.
The diagnosis determines the right track. Both engagements are built around active opportunities and the realities of your current sales operation.
The founder holds the relationships, runs the most important conversations and steps in whenever a deal becomes difficult. The approach may work, but it limits capacity and makes sales difficult to delegate, manage and forecast.
Deals stall, discovery remains superficial, forecasts are unreliable and each salesperson follows a different process. The work focuses on the specific behaviours and execution gaps affecting current opportunities.
In many companies, the approach to sales still lives largely in the founder’s head. Important relationships, deal judgement and commercial knowledge are difficult to transfer to another person.
In other companies, salespeople are already in place, but there is no consistent way to qualify, progress and review opportunities. Performance depends too heavily on individual habits.
Both situations require hands-on work inside the company’s actual pipeline, with the intervention adapted to the specific commercial environment.
The engagement is built around current opportunities and observable sales behaviour. The exact baseline and intervention depend on which track applies.
Review the pipeline, sales process, deal quality, roles and capabilities to establish where performance is breaking down.
Work weekly on active opportunities, sales conversations, account strategy, qualification, next steps and internal alignment.
Document what works, introduce a consistent operating rhythm and leave the company with a system it can continue using.
I continue to manage complex enterprise opportunities across EMEA, so the work reflects how companies are buying and selling today.
I work with a maximum of three clients at a time, allowing me to remain directly involved in each engagement.
More than 20 years across Asia-Pacific, the Americas, Europe and the Middle East, with hands-on experience working with Fortune 500 companies.
Founder-led engagements are assessed across process, pipeline, roles and commercial structure. Existing teams are assessed across deal execution, process consistency and sales capabilities.
Use observable inputs from your own situation. The output is a starting point for discussion, rather than a promise of recoverable revenue.
Estimate the value of founder sales activity that could realistically be delegated or systemised, while retaining the involvement that matters in complex deals.
Some founder involvement remains valuable. This calculation applies only to the share that could reasonably move into a repeatable process or another role.
Discuss Sales Engine BuildEstimate the total value currently sitting in qualified opportunities that have stalled and lack a credible next step.
This is the value currently exposed, rather than guaranteed lost revenue. A deal-level review is needed to determine what can still be progressed.
Discuss Sales Team Performance
Fabian is an enterprise B2B sales professional based in Budapest, currently managing strategic accounts across EMEA. His experience spans more than 20 years across Asia-Pacific, the Americas, Europe and the Middle East, including banking, banking technology, solutions consulting and complex enterprise sales.
He works with a deliberately limited number of B2B companies across two areas: building a sales operation where sales still depends heavily on the founder, and improving the performance of teams that are already in place.
Whether the issue is founder dependence, inconsistent team performance or a combination of both, the first conversation is used to understand what is happening in your pipeline and whether I can contribute.
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