Twenty-three years of experience across consumer packaged goods, hospitality, and real estate. Some problems don't need a coach every week — they need someone to go deep on one thing, hand you the answer, and get out of the way. That's project work.
Each one has a beginning and an end. If what you need isn't here, ask — this is what I get asked for most, not a limit.
An honest read on the relationship from both sides of the table — because I've sat in both seats. What your distributor actually needs from you, what you should be demanding back, where the friction is costing both of you money, and how to walk into the next business review with something better than a complaint list.
Most people advising you on this relationship have only ever seen it from one side. That's exactly why the advice usually only works for one side.
Which distributor is actually right for you — not just who says yes. Fit, coverage, competing priorities in their book, and what you'll realistically get once you're in it.
Which markets to enter, in what order, through which partners, and the launch plan that follows. Market selection through first shipment.
What a key account buyer requires before you walk in — pricing structure, promotional calendar, supply reliability, data — and the presentation that goes in with you. What they need to hear, in what order, and how your team delivers it when the meeting goes sideways.
Where your pricing actually sits against the market, what it's costing you, and where it could go. Architecture, ladders, and the gap between list and what's really being paid.
Where the promotional dollars went and what they bought. Which programs earned their spend, which ran on autopilot, and what to do differently next year.
What's worth investing in at the shelf, on the floor, or behind the bar — and what isn't. Where display, merchandising, and materials actually move product.
A sales eye on the work, not a designer's. Whether the package earns its place on shelf, communicates fast enough, and gives your reps something they can sell.
Whether the way your sales team is built still matches what you're asking it to do. Roles, coverage, reporting lines, and where the seams are costing you revenue.
What you're paying for, and whether that's what you're getting. Building comp and incentives that drive the behavior you actually want out of the team.
Job descriptions that describe the actual job, an interview process that surfaces real sellers, and a first ninety days that gets a new rep productive faster.
The planning process, start to finish. What goes in the plan, who owns each number, and what makes it hold up in month seven instead of dying in February.
Routing, sales process, and the back-end operations underneath them. Where the hours go, which steps earn their place, and what's quietly slowing every rep down.
The handful of numbers worth tracking weekly, how they roll up, and how a manager uses them in a one-on-one without it turning into an interrogation.
No two of these are the same size, so there's no menu price. Every project is quoted as a fixed fee, agreed in writing before any work starts — no open meter, no surprise invoice.
What's the actual question, who it affects, and what a good answer would let you do. Sometimes the honest outcome is that you don't need a project at all — I'll tell you that.
What I'll look at, who I'll talk to, exactly what you get at the end, how long it takes, and what it costs. You approve it before anything begins, and the number doesn't move.
A scheduled midpoint where I show you what I'm finding. If it's pointing somewhere unexpected, you hear it then — not in the final document.
The finished work, plus a session with the people who have to run it. Most consulting dies in a drawer because nobody walked the team through it. That session is part of every project, not an add-on.
I've sat on both sides of that table.
Supplier and distributor. Most people advising you on that relationship have only ever seen it from one seat — which is exactly why the advice usually only works for one side.
If what your team needs is someone in the room every week rather than an answer on a page, that's what the two partner programs are for.
A small cross-industry group, capped at two reps per company. Weekly goals, real follow-up, monthly one-on-ones.
See the programBuilt around one company — your goals, your language, plus a weekly hour with you.
See the programThe best conversations begin with hello. Fifteen minutes is usually enough to know whether I'm the right person for it.