Two decades of judgement, now backed by your own data.

For twenty years I have sold and built enterprise sales in European B2B software, at Oracle, Salesforce, SugarCRM, Coupa, Seal Software and Ivalua, across traditional SaaS and the newer wave of enterprise AI vendors. I carried a quota for most of that time, which matters more than it sounds: the patterns I work from come from deals I ran, won and lost, not from a framework I read.

What SALESSHARE does

I founded SALESSHARE in 2010. Its first incarnation was a sales-as-a-service practice, giving scale-up software companies access to experienced enterprise sales and to C-level relationships in the Benelux that would otherwise have taken them years to build.

What it does now is narrower and more useful. Most scale-ups cannot tell whether the customers they actually win are the ones their ICP says they should, because nobody has read it out of their own records. So the work starts there: nine purpose-built instruments run against your existing CRM and billing data, and a reading of what that data already says about where your revenue is leaking.

The instruments do not replace judgement. They ground it. Instead of telling you what I think is wrong with your commercial architecture from the outside, I read what your own data says and we start from there. That is the difference between an opinion and a finding.

How I work

Most founders I work with need the VP Sales function but aren’t ready to carry one on the payroll. The salary, the equity, and the risk of hiring the wrong profile before the commercial model has settled. So I take the role on a fractional basis, or on an interim basis where the situation calls for more than a few days a month.

That means more than the design. I run the team, hire into it, coach it and carry the number, the way a permanent VP Sales would. What differs is the starting point: I read what your data says before importing anyone’s playbook, and I build the thing to run without me rather than around me.

It starts with one free diagnostic and only grows if that first step earns it.

Writing

I write about why good deals stall for reasons that are not in the deck: the budget line nobody owns, the champion whose personal downside outweighs their upside, the pilot that proves everything and funds nothing. That work sits in Resources, together with the 7M Model, a sequence for challenging a market leader you cannot out-build.