Revenue leadership for enterprise GTM
  • Fractional CRO
  • Sales Excellence Sprint
  • Strategic Deal Advisory
  • Vertical GTM Build

Hope is not a sales motion.

We partner with CEOs, founders, investors, and revenue leaders to upgrade their sales execution. What we do together depends on what you need.

Turn transactional sellers into deal makers.

We build the discipline that wins bigger deals, qualifies harder, holds full value at close, and plans expansion from the first conversation.

25 years operating at every stage, from employee #26 to the Fortune 500. B.J. led Twilio’s North America new business team, selling into the Fortune 1000, and helped build Zipwhip through its $850M exit.

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Red flags

Signs you need more control in your sales process.

  • AEs take deals as they come. Never sized, never shaped, value left on the table.
  • Deals ride on one coach with no power, and nobody has mapped who is for you or against you.
  • Deals called in the deal walk slip into next quarter.
  • SEs get pulled into science projects and lose weeks.
  • Every seller runs their own version of the motion.

It could be a talent problem. It could be a motion problem. Harden the motion first. It’s the fastest way to find out what talent you actually have on the bench so you can truly scale.

Hope is not a sales motion. This is.

The playbook

A revenue operating system your team can actually run.

Seven steps in a full cycle sales process, from first target to expansion, and nine components that make it repeatable. Every step ends in a gate, so a deal moves forward, and into the forecast, only on evidence.

Before the signature

  1. 01Target

    Stay above the noise.

  2. 02Qualify

    No science projects.

  3. 03Pursue

    Teach them something about their own business.

  4. 04Close

    Orchestrate the close. Never chase it.

After the signature

  1. 05Implement

    Stick the landing.

  2. 06Optimize

    Ingrain the solution. Earn the renewal.

  3. 07Grow

    Growth is a sales motion, not a support function.

  4. Repeat

    Every expansion goes back through Qualify.

What we install to run it.

Foundation

  • Upmarket ICP and Field Built Personas
  • The Pipeline Engine
  • Coaching and Development

Deal execution

  • The Deal Control Playbook
  • The Deal Walk Coalition
  • One Process, One Forecast

Scale and durability

  • Change Management: The United Front
  • The Expansion Engine
  • Vertical Industry Centers of Excellence

AI inside the system

AI is a force multiplier. The Slopeline playbook is what it multiplies.

AI runs inside every sales tool today, and leveraging it as the connective tissue that brings all the tools together is the standard.

But AI is only as sharp as the standard it is given.

Tuning AI across the whole playbook. Targeting ranked by the signals that match your ICP. Qualification checked against the evidence each gate requires. Pursuits checked for a mobilizer and an impact number in the buyer’s own words. Forecasts that flag any deal whose category outruns its evidence. Coaching built on the gaps AI finds. Expansion signals routed to the seller who owns the growth.

Twilio put AI and machine learning to work in GTM earlier than most. A smart data science team built custom tools that used intent signals from several data sources to prioritize the next sales plays, helping sellers focus on the right opportunities that drove revenue.

The Slopeline revenue operating system raises the bar. We partner with Marketing, RevOps and sales leadership, so AI leverages your criteria, not just your data. Marketing tunes the persona messaging based on both field input and signals. The 1:1s and the Deal Walk Coalition are where signals turn into action, and the time AI gives back goes into the work that wins deals on site with the buying committee.

AI makes a disciplined team faster. It does not make an undisciplined team disciplined.

See the full playbook →

How we work together

Four ways in. One operating system on the other side.

The shape matters less than whether we can move the number. Engagements are scoped to the problem and the stage you are at, with cash, equity, or a blend. If none of these fits exactly, say so.

Engagement 01

Sales Excellence Sprint

Diagnose. Decide. Deliver. Ninety days to raise the standard for how your team qualifies, pursues, forecasts and grows. Priorities agreed by day 45, the new motion running by day 90, and deals in flight coached from week one so the quarter you are in keeps moving.

How the 90 days work
  • Days 1–30 Diagnose. Thirty days to observe. Get in the systems and in the field, and understand what works before changing anything. Walk the pipeline deal by deal, ride along with the AEs, map the handoffs as they actually run, and set the baseline: forecast accuracy, commit quality, stage conversion, days in stage. Coaching on deals in flight starts now. Changes to the system wait for Decide. Output: a written diagnosis.
  • Days 31–45 Decide. Two weeks to turn the diagnosis into decisions, on paper and agreed before anything is built: ICP, gates, coverage, expansion ownership, comp, and enablement. Comp changes are designed now and land at the start of the next plan period. Output: the decisions document, agreed with leadership, and the order the pieces go in.
  • Days 46–90 Deliver. Not everything goes in at once. The top priorities go first, then each one is implemented, tuned, and trained before the next. Depending on what the diagnosis finds, that can mean gate criteria live in the CRM, a deal walk across functions, a weekly AE 1:1 framework, an enablement cadence, or one revenue dashboard. Deals in flight are coached through the new gates. Output: the first priorities running, the team trained on them, and the rest sequenced.

Subtraction or addition depends on what is going on. First is to learn, second is to decide the priorities, third is to implement with as little disruption as possible.

Results start immediately: deals in flight move between stages, and the ones that do not pass the gates are downgraded before they slip. But closing a complex F100 icon might take 12 months. We won’t pretend otherwise. This process makes it repeatable and will increase the revenue velocity.

Engagement 02

Fractional CRO

Executive accountability without a full time hire. We own the number, install the operating system, and hire and coach the team into it. For founders and sales leaders who want a partner rather than a hire, the same work runs as a weekly advisory cadence.

Engagement 03

Strategic Deal Advisory

Bring us the deal you can’t afford to lose.

For the deal that defines the year: a first Fortune 100 logo, a strategic partnership, a competitive takeout. We work alongside the CEO and the deal team, run the pursuit with the Deal Control Playbook, and align executives on both sides through the close. One or two deals at a time.

Engagement 04

Vertical GTM Build

For the moment going narrow beats staying broad. Score the candidate verticals with the Five Filters, land the lighthouse customers, and stand up a center of excellence so every function becomes an expert in the industry. Internal and external plans, run together.

For the CEO, the board and investors

For the CEO and board

GTM assessment for the CEO and board

An independent view for the CEO and board evaluating GTM performance, forecast credibility, or leadership transitions, from someone who has owned the number, not only reviewed it. Determine whether the plan is credible, whether the leader can execute it, and what must change before the issue becomes a problem for the board.

For VC and PE firms

Operating advisor to VC and PE portfolios

An operating advisor who builds: GTM diligence before the check and GTM repair after it. Apply one diagnostic across portfolio companies, establish one operating language for revenue reporting, and work directly with the founders and sales leaders carrying the number.

  • GTM diligence before investment
  • One reporting standard
  • Founder and sales leader coaching

About

B.J. Moore

B.J. has spent 25 years leading teams building enterprise revenue at every stage: 0 to 1, 1 to scale, and operating at scale. He has served as an officer, regularly presented to the board, and built and led every customer facing role, before and after the sale. His teams have delivered results with some of the largest brands in the world. Slopeline brings this operating experience to companies moving upmarket or making the shift from purely product led growth to a sales led motion.

Read the full story →

Track record

Four chapters. One pattern.

Find product market fit. Build the motion. Move the company upmarket. Repeat.

126%

Twilio · 2022–2025

$40M+ in contracted ARR. Rebuilt in six months. The number followed in twelve.

Read the Twilio chapter →

Before you get in touch

The questions people actually ask.

How is a fractional CRO different from hiring a VP of Sales?

A VP of Sales runs the motion you have. We build the one you need, then hand it over, often to the VP you hire next.

The practical difference is risk and speed. A full time enterprise VP is a six figure commitment, a three to six month search, and a bet that the person who scaled someone else’s company can build yours. We start in days, cost a fraction of a bad hire, and if the right answer is a permanent leader, we’ll tell you and help you define the role.

What does an engagement cost?

It depends on scope, and we price to the problem, not to hours. Hourly billing commoditizes the work and invites arguments about timesheets instead of outcomes.

The Sales Excellence Sprint runs a fixed 90 days. Fractional CRO is two to three days a week with a three month minimum, or a lighter weekly advisory cadence. Strategic Deal Advisory is scoped to the deal, and a Vertical GTM Build or a CEO and board assessment is scoped to the decision in front of you. Structure can be cash, equity, or a blend.

You’ll have real numbers before the second conversation, and you won’t get a proposal until we understand what your goals are.

How can you help us leverage AI?

Leverage the tools you already have. Identify how they are working together as a GTM workflow. Is there anything not working the way you expect?

We work closely with your Marketing, Sales and RevOps teams to set the standards in the CRM, the forecast and your conversation intelligence tool, to ensure AI interlocks with the playbook.

How long does it take to fix a broken revenue motion?

You’ll get specific observations at the end of our first working session. That conversation is the proof of value, and plenty of people take those and act on their own.

In a Sales Excellence Sprint, deals in flight are coached from week one, priorities are agreed by day 45, and the new motion is running by day 90. Forecast discipline and deal inspection usually move first, because they are the fastest to change and the easiest to feel. Pipeline quality shifts over one quarter. Win rate is the slowest, because it depends on deals that entered the pipeline before anything changed, and closing a complex Fortune 100 deal can take 12 months.

What happens when the engagement ends?

That’s the point of the engagement. The measure of the work is whether your team runs the system without us: documented, owned internally, and still working two quarters later.

We’re not building a dependency. Consultants who make themselves permanently necessary have optimized for their own revenue, not yours. Every engagement ends with a defined handoff to the person who now owns it, and we stay reachable.

How do I know if now is the right time?

The signal is usually this: you’re about to add process to something you don’t fully understand yet. A PLG motion starting to move upmarket. A sales team growing faster than the system holding it. Too many deals called in the deal walk slipping into next quarter. Too many deals closing with money left on the table. A board asking forecast questions the leader can’t answer cleanly.

These are the moments when the instinct is to hire, add headcount, or buy a new tool, and when the right move is to first understand what’s actually working before touching it. If you’re not sure, the first conversation is diagnostic, not a pitch. You’ll leave with something useful either way.

Start here

Bring us the revenue problem you cannot explain cleanly.

Tell us what is happening, what the number is doing, and the one thing you most want fixed in the next 90 days. We will tell you what we would look at first.

Prefer email? BJ@slopelineconsulting.com
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