Six months ago, you handed new business to the VP of Sales.
The transition is complete. Sales has a leader.
As CEO, you step back into what matters most: the accounts that built this business.
It gives the VP space. It felt like leadership.
Six months later, the VP of Sales is gone.
Three existing accounts did not renew.
The division of labor looked right on paper. New business to the VP. Existing accounts to the founder. Clean.
But the customer never got that memo.
They konw who to call.
Not the VP of Sales.
Not the Customer Success Manager.
You.
Sales builds skills on the wrong accounts. Your VP of Sales cannot close the ones that do.
Customer Success owns the paperwork.
You own all the relationships.
The best people on both teams leave. Not because the role was bad. Because the job descriptions never transitioned the accounts and the relationships.
You look at the revenue number and see it holding.
Your CFO sees the same number. No alarm. No question. The model looks right.
What neither of you is seeing: 17% of your people are generating 81% of your results. And most of that 17% is you.
That is not a sales problem. That is a GTM system that was never built to run without you.
The frustration arrives later. The plateau arrives first.
If your growth has started to feel like effort instead of momentum, start with the Market Readiness Assessment.
