@Gary Kang Definitely small teams that already have clients and revenue but are hitting that “we’re growing faster than our capacity” stage. That’s actually where I tend to be most useful. I help founders separate the work that truly needs their attention from the recurring operational work that can be handled by the right support, then make sure the person is properly vetted and matched to the role. The goal isn’t just to add another person in the payroll. It’s to give the founder their bandwidth back without creating another layer to manage. 🙂

@Lucas Lim Welcome @Lucas Lim 😄

Hi @Tj Shepherd I’d lean toward a structured conversation rather than following a word-for-word script. For me, a good sales conversation needs some structure so you know what you’re trying to uncover and where the conversation should eventually go. But if you stick too closely to a script, it can start feeling like an interview instead of an actual conversation. I prefer having key areas I want to understand, then letting the prospect’s answers guide the direction. That way you can ask better follow-ups, dig into what actually matters to them, and adjust your approach based on what they’re telling you. The structure keeps you from losing the plot, while the flexibility keeps it human. I think the sweet spot is somewhere in between having a plan and still being able to trust your instincts.

@Tj Shepherd Usually something pretty simple that gets them talking rather than jumping straight into my pitch. I’ll acknowledge the reason for the conversation, then start with a broad question around what prompted them to have the conversation in the first place. From there, I’m listening for what they actually care about and using that to guide the next questions. I find the opening matters less than creating enough space for them to talk early on.