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Omar had already paid a well-known name in the space. Nothing had stuck.

The consultant was arms-length. Fortnightly roleplays with the team on sales skill, but no tight QC on whether it was actually being executed in live calls. No ordered priority. No data review. When we ran the initial audit, the bottom two reps had never hit KPI — and the rest of the team had quietly lost belief in the process.

Omar was still on calls himself. Every time a rep drew a strong lead, he would have to step in to salvage the revenue because he could not afford to let them fail. The whole operation had become dependent on him personally closing the money that mattered.

ROAS was sitting around 3-4x — narrow, not scalable. Underneath it was a DM setting system with a low frame that was pushing prospects into sales calls under-sold on the offer. Reps were hitting walls that had been built upstream.

Scorched earth. Then rebuild with the right people and the right framing.

"When I started with Jack, I didn't really have a sales team and I was mostly taking sales calls myself. I'd worked with a pretty famous name in the space — good dude — but he wasn't hands-on. Jack was very hands-on.

He laid the foundation for how to set up my sales team and taught me how to do it. Most importantly, he helped me with recruiting — all three of my closers are from Jack.

It all happened within like 60 days. I'm a lot more clear on the right metrics now and I don't micromanage my guys. 100% it's a great investment and a good decision. If you want more context, reach out to me — otherwise, I think you should just do it."

Omar Hafez · CEO, ZTH Capital

Running a 5-rep team at $429k/mo with no data clarity and a broken ramping process.

Adrian had been floating between $400k and $429k for three straight months. The ceiling was real and he knew it. What made it worse was what was happening underneath: the last five reps he had hired had all churned out of ramping without hitting KPI. He was completely unconfident about hiring anyone else. Every new hire felt like a coin flip, and the team had no visibility on what was actually working, what was broken, or where to put his energy.

The sales process had gaps, but that was not the most pressing thing. The most pressing thing was that he could not scale without being able to hire — and he could not hire without knowing the new rep would stick.

Full hiring and ramping system first. Then scripting. Then price.

"Just 4 weeks ago, I was overwhelmed, nervous and ultimately not confident at all with my current sales team — being able to scale them without something breaking, being able to bring on A-grade sales reps, and being able to keep them. Literally in 4 weeks time, this has completely shifted.

We installed systems, processes, quality control measures, hiring and onboarding documents — pretty much everything you need to run a sales team doing $500k+ a month. I now know with 100% confidence that my team can scale to $1m–$1.5m per month without any drop in quality.

I don't know how I could have even remotely done this without Jack."

Adrian Trimboli · CEO, Fresh Start Advisory

Spending $80k/mo on ads, pulling $130k back. The math didn't work and he knew it.

Vincent had built a real estate business over nearly a decade and was moving into a new offer — but this was the first time he had ever run a sales team. He had bought a course from a well-known name in the space that helped him build the funnel, hired a recruiter on retainer, and was stacking closers and setters as fast as he could. None of it was sticking.

In his own words: "A lot of what I do is based on my best judgment, and that's a flawed perspective — the only way I could assume that's accurate is if I had the skill to scale a sales team. And I don't have that."

Underneath the surface, every part of the machine was broken. No data clarity — the sales tracker kept breaking and a VA was moving data to a simpler sheet ad-hoc, losing the intricacies. Reps were getting leads at a dial-per-lead of 1.6, meaning leads weren't being worked properly and pickup rate was soft. Show rate was hovering in the 35-45% range. Close rate was 20%. And Vincent was stuck in the middle of all of it, either on calls himself or trying to manage reps with no system to manage them by.

Unit economics were broken at the input. Throwing more reps at it would have made it worse.

The obvious move — and the one most operators in Vincent's seat would have made — was to hire more closers or replace the ones underperforming. That would have compounded the problem. The closers weren't the bottleneck. The lead flow, the dialing protocol, the show rate, and the absence of a management cadence were the bottleneck.

What he actually needed was to fix the system before adding any new people to it.

Fix the inputs. Raise the KPIs on existing reps. Then hire a sales manager and ramp in new reps.

"We were spending $80k a month in ads and pulling $130k in revenue. The math just didn't work. We knew the economics were broken but we were in the middle of it, trying to figure it out ourselves.

Same $80k a month in ad spend. We just did $440,000 in revenue for the month. That's the external result. But the bigger internal win was that Jack didn't just fix the numbers — he helped us identify the right sales manager to bring on board. That hire has been a game changer. It's opened up my time completely as an owner.

If you're scaling a sales team and the fundamentals are off, Jack is your guy."

Vincent Holthouse · CEO, Clearwater Property

$85k/mo from a webinar funnel. No sales team. No process. Nothing in place to scale on.

Chris had done $85k months running a webinar with no sales team behind it. The offer was working. The ceiling was operational. There were no setters, no closers, no scripting, no show process, no data, no manager cadence, no team meetings. Every month was a standalone event. Nothing compounded.

To scale, he needed a machine that would ramp reps consistently enough that he could put real money behind ads without watching a portion of the lead flow get burned on reps who weren't ready.

Everything, ground up, in 3 months. Then scale across two markets.

"Jack was instrumental in helping us scale our sales team to 20 members and achieve over $600,000 in monthly revenue. He brought a strong work ethic to the role, consistently putting in the effort with diligence and focus.

Jack's ability to motivate and ensure processes were followed contributed significantly to the overall success of our sales operations. He was always proactive in addressing challenges and provided valuable insights to improve team performance."

Chris Reader · CEO, Profit Singularity