Sales help for founders & business owners
Need help with sales? Start here.
Practical sales help for founders, owners, Managing Directors and SMEs — for when sales have stalled, growth still depends on you, or you simply do not know what needs fixing next.
Founders | Owners | Managing Directors | SMEs | Owner-managed businesses
Start here
What sounds most like your business?
You do not need to know which service you want. Pick the problem that sounds closest and work from there — each route explains how to tell what is actually going wrong.
My sales aren't growing
Revenue has flattened, the business feels busy, and it is not obvious what is actually holding growth back.
8 answers
Sales depend too much on me
Nothing closes without the founder. The question is how to change that without losing revenue in the process.
8 answers
I don't have a sales process
Selling works, but it lives in someone's head. This is how you turn it into something the business can run.
8 answers
My salesperson isn't producing — or I don't know whether to hire
Whether the answer is a salesperson, a manager, a director, or fixing the process before anyone else joins.
8 answers
I need more customers
Where new business actually comes from when referrals have run out, and how much activity next year's number needs.
6 answers
I don't know what sales help I need
What outside help should look like, what it should produce, and when you genuinely do not need it yet.
2 answers
We've hit a revenue ceiling
What actually has to change to move from one revenue level to the next — and which ceiling is really holding you.
3 answers
I'm managing sales for the first time
Running a salesperson or a small team when you have never managed sales before: cadence, reviews and accountability.
3 answers
Is my salesperson working out?
How long to allow, what to measure, and how to tell a performance problem from a system problem.
3 answers
Our lead generation isn't producing
Outbound, cold email, activity levels and bought lists — what is worth doing and what quietly wastes the year.
4 answers
I avoid the selling part
Rejection, procrastination and discomfort with selling — treated as commercial problems with practical fixes.
3 answers
I don't know where to put the effort
Existing accounts or new customers, a new market or deeper penetration, marketing or sales first.
3 answers
Short answers
Things founders and owners ask us
- I Need Help With Sales. Who Should I Speak To?
There are at least five different people who will happily take this call. Only one of them is right for the problem you probably have — and sometimes the right answer is none of them.
- What Should a Founder Actually Be Doing in Sales?
The founder's job in sales should shrink in volume and rise in leverage — fewer calls, more of the decisions only they can make.
- How do I sell without feeling pushy?
Most people who say they hate selling actually hate pressuring. The two are not the same activity, and confusing them is what makes prospecting feel unbearable.
- Why has my business plateaued at £3m?
There is no such thing as a natural £3m ceiling. There is almost always a specific, identifiable constraint — and it is rarely the one the owner assumes.
- Why isn't outbound working?
More volume rarely fixes outbound that isn't working. A better commercial reason to contact someone right now usually does.
- Should I hire marketing or sales first?
Marketing and sales solve different problems. The right first hire depends on whether the business lacks demand, lacks the capacity to convert it, or has a digital presence problem that neither role will fix.
- How often should I have sales meetings?
There is a right rhythm of sales meetings for a business your size — and for many small businesses, that rhythm is one meeting, not five.
- What Should I Fix Before Spending More Money on Marketing?
More marketing spend just produces more leads for whatever is already leaking to lose. Fix the leak first, then buy more volume.
Diagnose the problem
Two ways to get a clearer read before you spend anything
Sales Growth Assessment
A structured read of where growth is being lost across demand, activity, pipeline, conversion and leadership.
Build My UK Sales Growth Plan
Answer a short set of questions and get a written plan covering targets, activity and the first commercial priorities.
Deep reads
The guides owners come back to when they are deciding what to do
My sales aren't growing
Revenue has flattened, the business feels busy, and it is not obvious what is actually holding growth back.
- My Sales Aren't Growing. What Should I Do First?
- Why Has My Business Stopped Growing Even Though We're Busy?
- We Have a Good Product but Sales Are Slow. What Should We Fix?
- How Can I Tell Whether I Have a Lead Problem or a Sales Problem?
- What Numbers Should a Business Owner Look at When Sales Are Flat?
- What Should I Fix Before Spending More Money on Marketing?
- Our Best Customers Have Gone Quiet. How Do I Replace That Revenue?
- I Need Help With Sales. Who Should I Speak To?
Sales depend too much on me
Nothing closes without the founder. The question is how to change that without losing revenue in the process.
- I'm a Founder and I'm Not Good at Sales. What Should I Do?
- I Hate Selling. Can I Still Grow a B2B Business?
- I Don't Have Time to Do Sales Anymore. What Are My Options?
- How Do I Hand Over My Key Customer Relationships Without Losing Them?
- Should the Founder Still Be the Best Salesperson in the Business?
- When Should a Business Owner Hand Sales Over to Someone Else?
- What Should a Founder Actually Be Doing in Sales?
- What Does a Two-Week Founder Absence Reveal About Your Sales?
I don't have a sales process
Selling works, but it lives in someone's head. This is how you turn it into something the business can run.
- How Do I Build a Sales Function From Scratch?
- Why Do Deals Stall in the Middle of Our Sales Process?
- What Should a Weekly Sales Rhythm Look Like for an SME?
- How Should a Managing Director Review Sales Each Week?
- What Should Be in a Simple Sales Dashboard for an Owner-Managed Business?
- How Do I Know Whether My Sales Team Is Doing Enough?
- When Does an SME Need CRM and When Is a Spreadsheet Enough?
- What Should a 90-Day Sales Improvement Plan Actually Contain?
My salesperson isn't producing — or I don't know whether to hire
Whether the answer is a salesperson, a manager, a director, or fixing the process before anyone else joins.
- Why Isn't My Salesperson Bringing In Enough Business?
- Should I Hire Another Salesperson or Fix the Sales Process First?
- What Should I Expect From My First Sales Hire?
- Why Do Sales Hires Fail in Founder-Led Businesses?
- Salesperson vs Sales Manager vs Sales Director: Which Do I Need?
- How Much Should an Owner-Managed Business Budget for Sales Each Year?
- Commission, Bonus or Salary: How Should You Pay Your First Sales Hire?
- How Do I Onboard a Salesperson Into a Business That Has Never Had One?
I need more customers
Where new business actually comes from when referrals have run out, and how much activity next year's number needs.
- How Do I Get More B2B Customers Without Relying on Referrals?
- How Many Prospects Do We Actually Need to Hit Next Year's Number?
- Our Pipeline Looks Busy but Revenue Is Flat. What Is Going Wrong?
- Why Do Prospects Say They'll Come Back to Us and Then Go Quiet?
- How Do I Improve Sales Follow-Up Without Annoying Prospects?
- How Do I Create More New-Business Activity Without Hiring a Big Sales Team?
I don't know what sales help I need
What outside help should look like, what it should produce, and when you genuinely do not need it yet.
We've hit a revenue ceiling
What actually has to change to move from one revenue level to the next — and which ceiling is really holding you.
I'm managing sales for the first time
Running a salesperson or a small team when you have never managed sales before: cadence, reviews and accountability.
Is my salesperson working out?
How long to allow, what to measure, and how to tell a performance problem from a system problem.
Our lead generation isn't producing
Outbound, cold email, activity levels and bought lists — what is worth doing and what quietly wastes the year.
I avoid the selling part
Rejection, procrastination and discomfort with selling — treated as commercial problems with practical fixes.
I don't know where to put the effort
Existing accounts or new customers, a new market or deeper penetration, marketing or sales first.
Also worth reading
Existing Evans commercial authority on the same problems
Real commercial evidence
What this work has produced for other businesses
Published case studies and written client references, with the work described as it actually happened.
Not sure what you need?
The Commercial Growth Sprint exists for exactly this position
A fixed-fee £1,495 + VAT engagement that identifies where growth is genuinely being lost and what to do about it first — before you commit to a hire, a retainer or a marketing spend.
Tell us what is actually happening in your sales.
A short conversation is usually enough to tell whether the constraint is demand, activity, conversion, process or leadership — and whether you need outside help at all.
Prefer to speak directly?