Your sales team needs a manager.
You have salespeople. But nobody is really managing them — or you're still doing it yourself.
The Floor steps in and runs the team. Hands-on sales management for founder-led B2B companies that aren't ready to hire a full-time sales leader — or need someone managing the team while they find one.
Are you still managing sales yourself?
- You run the pipeline meeting yourself, every week
- Sellers come to you, not each other, when a deal stalls
- Pipeline review stops unless you run it
- Forecast accuracy depends on how much time you had that week
Is somebody actually managing your salespeople?
You're still managing sales.
- Running pipeline meetings
- Chasing updates
- Coaching sellers
- Reviewing deals
- Enforcing follow-through
- Worrying about CRM discipline
- Trying to forecast
- Deciding where to step in
If four salespeople report directly to the founder, the founder is the sales manager.
You're between sales leaders.
- A VP Sales or Head of Sales left
- They were let go, and no one's replaced them
- You're hiring your first sales leader now
- The search could take months
A pipeline meeting is not sales management. The team still needs one Monday morning. More below →
We run the sales team.
Best fit: founder-led B2B companies with roughly 3–10 people responsible for revenue.
- Weekly sales meetings
- Pipeline inspection
- Rep 1:1s
- Deal coaching
- Forecast ownership
- Accountability and follow-through
- CRM discipline
- Priorities
- Performance management
- Founder and leadership reporting
When the underlying process, roles, compensation, hiring or systems need work, we fix those too. But the management is the job. Systems support it — they aren't what you're buying.
When the way the team works needs fixing
Sometimes the issue isn't only the sellers. The workflow around them may be messy, information may be scattered, follow-through may depend on memory, or the team may be using AI in ways that create more noise than leverage. When that happens, The Floor helps improve how the work gets done.
- Improve repetitive sales workflows and handoffs
- Clarify where AI should help and where human judgment still matters
- Pressure-test important AI-assisted sales work before others rely on it
- Build better preparation, review and follow-through into recurring work
Your VP Sales search can take months. Your sales team still needs a manager Monday morning.
The Floor steps in while you search.
We manage the existing team, maintain pipeline accountability, coach sellers, stabilize forecasting, and keep deals moving — working alongside the executive recruiter running your search, not competing with it. When the permanent leader arrives, we hand the management structure over clean.
- Can step in quickly
- Manages the existing team day to day
- Keeps pipeline and forecast accountable
- Coaches sellers through the gap
- Works alongside your recruiter, not against them
- Hands off cleanly once the permanent hire starts
The Sales Management Gap
A Sales Management Gap happens when a company has enough salespeople to require active management, but nobody consistently owns the team's pipeline, coaching, accountability, forecasting and performance.
It usually shows up quietly. The company hires a few sellers, growth outpaces the founder's attention, and management becomes whatever's left over after everything else. Nobody decided to leave the team unmanaged — it just happened while everyone was busy. More on this soon in Insights →
The Floor Check
Does your sales team need more people, better process — or actual management? We spend a week finding out.
We review
- Team and roles
- Pipeline
- Management cadence
- Accountability
- Forecast
- CRM
- Seller performance
That recommendation might be The Floor. It might be a permanent sales leader, a fix to how your sales tools and process work, another salesperson, or nothing at all.
If we can't leave you with a clear sales-management diagnosis and a specific 30-day action plan, you don't pay.
Get the Floor CheckThe Floor — Ongoing Sales Management
Scope depends on team size and how much management the team needs.
- Seller management
- Weekly sales meeting
- Rep 1:1s
- Pipeline management
- Deal coaching
- Forecast
- Accountability
- CRM discipline
- Founder reporting
When the underlying sales process, hiring, compensation, roles or systems need work, we address those as part of the engagement — not as a separate product.
"I've spent 20 years managing sales teams — not advising them from the outside, actually running the pipeline meeting and sitting in on the coaching calls. Most of the people who reported to me went on to run their own teams. Now I do that same job for founder-led companies that don't have someone in that seat yet."
Jeff has spent more than 20 years in B2B sales leadership across Fox News Digital, Thrillist, Macy's Media Network, American Media and Uproxx. More than 20 people he managed or coached went on to become VPs or heads of sales.
He holds an MBA and an M.S. in Industrial-Organizational Psychology, which shapes how he coaches different personalities, builds accountability, and manages performance.
"Jeff led with compassion and emotional intelligence that is rare to find. His style was unique, willing to adapt to the needs of individual sellers. You were motivated to succeed, not through fear, but a genuine want to achieve great heights as a team."
Benjamin works alongside Jeff on the operating layer behind The Floor — helping keep account context, meeting preparation, commitments, pipeline movement and follow-through organized. He also helps improve how AI is used inside the sales operation when it can make the team more effective, more consistent, or easier to manage.
His operating background includes Bloomberg, Mount Sinai, BAYADA and multi-location healthcare operations. Benjamin is the founder of Good Remedy, where he focuses on making important AI-assisted work more reliable, reviewable and usable.
Jeff manages the people. Ben makes sure the management has memory.
Together, that means coaching, pipeline decisions, commitments, meeting context and next actions don't disappear between sales meetings.
A few things founders ask me first.
Will my sellers push back on being managed by someone outside the company?
Usually the opposite. Sellers who aren't being managed at all tend to want structure — clear expectations, real coaching, someone who notices when a deal stalls. I run the cadence the way an internal manager would: I'm in the pipeline meetings, on the 1:1s, and accountable for the number. Not watching from the outside.
How much of my time does this actually take?
Less than you're spending managing the team yourself right now. You'll get a regular, defined update from me instead of carrying the pipeline meeting, the coaching and the follow-up personally. My job is to take that off your plate, not add a second meeting to your week.
What happens if the Floor Check says I don't need ongoing management?
You still keep the diagnosis and the 30-day plan — that's what you paid for. I built the Floor Check to give you an honest answer, not to funnel you into a retainer. If the right move is a different hire, a process fix, or nothing at all, I'll tell you that.
Do you replace my salespeople, or manage the ones I have?
I manage the team you already have. I don't recruit or replace sellers — if the Floor Check turns up a gap that's really a hiring problem, I'll tell you that directly instead of trying to solve it myself.
Talk about your team.
No pitch. Just a conversation about what's happening with your sales team, and whether The Floor makes sense.
You don't need to decide whether you need The Floor before the call. We'll tell you if we think you don't.
Not ready to talk yet? Read what other founders ask first or browse Insights.