Client stories
Three engagements, and what each one produced.
No census graphs. No invented percentages. What the work was, and what the client walked away holding.
Why there are no client names here. Hospice organisations do not need their growth problems published, and I would rather keep working with people than turn them into marketing. Each story describes the organisation by profile instead.
Why there are few numbers. Where a number moved, I say so and say how it was measured. Where I cannot evidence a figure, I describe what changed instead. A precise-sounding statistic you cannot check is worth less than an honest sentence.
Tailored hospice sales training
Training built on a Spine Audit, not a template.
How one diagnostic turns generic hospice sales training into a repeatable system a team actually runs.
- Engagement
- Tailored sales training, built to the organisation
- Organisations
- Two. A provider whose selling strength sat in a few top people, and a nonprofit hospice team
- Method
- Spine Audit first, program second
The need
Most hospice sales training ships as a template. The same modules, the same role plays, the same slides, whether a team has sold hospice for ten years or ten weeks. Leaders invest, the team sits through it, and the field looks exactly the same on Monday.
The problem is not effort. It is that the training never starts where the organisation actually stands. One client had a strong selling instinct living in its best people, and nothing repeatable its leaders could teach or coach. Another ran a team with a different playbook for every rep, managers coaching from memory, and no shared starting point.
The differentiator
I do not build the program until I know the spine.
- What a Spine Audit maps
- The conversations reps already carry well, the ones they avoid, the referral relationships they protect, and the exact moments where they lose the family or the physician
Before I build anything, I run a Spine Audit. It is a structured diagnostic of a team's real capability. It gives the team an honest starting point, and it gives me the blueprint to build the right program for this organisation, whether the gap sits with the reps or the leaders who coach them.
That is the difference between teaching a class and rebuilding a team.
- 1
Turned instinct into a framework
Their selling strength lived in a few top people, not in a system. I shaped it into the STAR framework and ran a sales leadership conference, teaching area leaders to coach, hold effective 1:1s, and lead team huddles.
- 2
Rebuilt it for their team
A nonprofit hospice team asked for that same depth. I did not hand them a template. I ran a Spine Audit across the whole team, found where it broke down, and rebuilt the program around those gaps.
What the second team owns today
- A custom six-module program mapped to the patient care coordinator role
- A facilitator-ready training deck
- An attendee field guide
- Ten print-ready field tools for live referral conversations
- A fully built first module, ready to teach on day one
- A diagnostic baseline leaders use to coach with precision
Same method. Two different programs. Because no two teams share the same spine.
The result
Both teams left with more than a workshop. They left with a shared language, a diagnostic that showed leadership exactly where to coach, and training assets they own and reuse. The Spine Audit turns a one-time event into a system the organisation keeps running long after I leave.
Sacred Sales Coaching
She bet on herself. The census followed.
How six weeks of private one-on-one coaching moved a hospice leader's average daily census, and turned one person's commitment into a company-wide training investment.
- Engagement
- Private one-on-one coaching, weekly
- Who
- A hospice sales leader, funding it herself
- Length
- Six weeks
- Measured on
- Her own average daily census report
The need
Talented hospice salespeople plateau. They are committed and capable, but they hit a ceiling, and their organisations often wait for proof before they fund real development. Growth stalls on both sides of that standoff.
One hospice sales leader refused to wait. Her company had not committed to a training budget, so she paid for coaching herself, to show her leadership in the clearest way she could that she was serious about her own growth.
The differentiator
She paid for her own growth. I made it show up in the numbers.
- What we worked
- Her real accounts, her real referral conversations, and the exact moments where deals stalled
Sacred Sales Coaching is not a pep talk. Every session ended with one specific thing to change before the next.
I coach the salesperson and the census at the same time. Most coaching stops at confidence. Mine shows up on the ADC report.
- 1
She invested in herself
With no company budget in place, she funded the coaching personally. Six focused weeks of one-on-one work on the accounts and conversations that decide whether a census grows.
- 2
The number moved
Her average daily census climbed inside those six weeks. The progress was clear enough that her leadership stopped watching and started backing a full training program.
What six weeks produced
- A measurable lift in average daily census, tracked on her own ADC report
- A repeatable approach to her strongest referral sources
- A leader who coaches herself between sessions
- A documented progress report shared with leadership
- Corporate buy-in for a full training development program
- A growth model the organisation now wants to scale
One leader's private bet became her company's public investment.
The result
This is how organisational investment actually gets made. One committed leader, six weeks of coaching, and a census number that spoke louder than any proposal. Her company approved a full training development program, because she handed them proof before she ever asked for a budget.
Hospice growth partnership
Growth does not have to be all or nothing.
How I partner with a hospice leader through a demanding season, starting with a focused dashboard to grow her census, and committing to the long road instead of just the contract.
- Engagement
- Ongoing growth partnership
- Who
- A hospice executive whose organisation needed sustained support, in a season that could not carry the full engagement
- First tool
- A growth dashboard built around average daily census
- Status
- Underway
The need
Most consulting is all or nothing. A hospice leader either signs the full engagement or hears nothing more. So the leaders who need help most, the ones navigating a demanding season, get left to manage growth alone.
One hospice executive knew her organisation needed real, sustained support to grow its census. She also knew the timing was not right for the full engagement. The honest answer was not yet, and most consultants would have moved on.
The differentiator
A hard season is exactly when a partner shows up.
- What it is not
- A consolation prize
When the full engagement was not the right move, I did not disappear. I built her a focused growth dashboard, the one tool that gives her a clear daily line of sight on the metric that matters most, her average daily census.
It puts data and direction in her hands now, and it keeps us partnered while she builds toward the fuller work her organisation needs. This is how I earn the longer engagement. By helping a leader grow in the season she is in, not the one that fits a proposal.
- 1
Met her where she stood
A full seven-month engagement was the right destination, not the right first step. Rather than push or walk away, I shaped an entry that fit her season, a focused tool aimed at growth.
- 2
A dashboard for ADC
A growth dashboard built to track and drive average daily census, so she can see what is working, coach to it, and grow now, while the larger plan waits for the right moment.
What the partnership puts in her hands
- A growth dashboard built around average daily census
- A clear daily line of sight on the metric that matters most
- A practical starting point sized to her current season
- A partner who stayed, instead of moving on
- A path that builds toward the full engagement her organisation needs
- Momentum she can act on now
The full contract can wait. The partnership starts now.
Where it stands
This engagement is just beginning, and that is the point. She has a tool aimed at her census, a partner committed to her growth, and a clear path toward the fuller support her organisation needs. Growth did not wait for the perfect contract. It started with a leader willing to begin and a partner who refused to walk away.
Your next step
Tell me what census is doing.
Thirty minutes, free, no deck. You will leave with at least one thing you can act on, whether or not we ever work together. If you would rather hear it from an owner than read it here, ask me on the call and I will connect you.
Book your free 30-minute growth callYou are not in this alone. I see you. I am in this with ya.
Founder & CEO