Train the person you have.
- Best for
- Owner-operators with one to four people carrying sales
- Format
- Built with you, run by your administrator
- Cadence
- Short and repeatable — designed to survive a bad census week
- What it costs
- Free discovery, then a fixed fee in writing before you decide
Most hospice sales training is an event. Somebody runs a good two days, everyone feels sharper on the drive home, and by week eight the pipeline meeting has quietly stopped happening again.
That is not a content problem. It is a reinforcement problem, and it is why so many owners conclude their rep "just is not a salesperson" when what actually happened is that nobody built the habit around them.
What I actually teach
Not scripts. A script is what a rep hides behind when nobody taught them how to think in the room — and referral sources can hear one from the doorway.
The work is judgment: reading who is actually in the room, knowing which question opens a conversation and which one closes it, and staying present with a family or a physician who is not ready.
- The referral conversation — what a physician needs to hear before they will say the word hospice out loud
- Eligibility language that is accurate, which is the only kind that survives contact with a medical director
- Objection handling that is not a comeback, because a comeback tells the other person you were waiting to talk
- The first thirty days for a new liaison, so onboarding stops being "ride along and figure it out"
- Territory and account discipline — who gets called on, how often, and why that one
Built for the size you actually are
You do not have a training department. You may not have a sales manager. Everything here is designed to be run by an owner or administrator who already has two other jobs, and to survive a week when the census drops and everyone is covering visits.
That means short, repeatable, and written down — not a binder that lives on a shelf.
The stage problem
The skills that carry an agency to an ADC of 20 are not the skills that carry it to 50, or 75, or 120. That part is real.
What is not inevitable is losing the person. A rep who was good at 20 can usually be good at 75 — they need a different set of skills and someone willing to teach them, not a replacement. That is most of what this work is.
Turnover is expensive twice: once in recruiting, and once in everything that rep knew about your market walking out the door.
How it runs
Five steps, in this order.
- 01
Sit in
I find out who is actually on your team and what each of them is up against.
- 02
Name the gap
Which skill is missing, for which person, at the stage you are at now.
- 03
Teach the judgment
Not scripts. How to read a room and choose the next question.
- 04
Write it down
A development plan your administrator can run without me.
- 05
Check the habit
The standing beat that keeps it from fading by week eight.
Where you probably are
If one of these is true, this is the right page.
- Your best rep is good with families and freezes with a physician.
- You hired for hustle and now nobody knows what to do on a Tuesday.
- Training happened. Nothing changed by month two.
- You are about to replace someone you could probably still teach.
- A new liaison has been riding along for three weeks with no plan.
- Nobody can say which accounts matter or how often to be there.
Where this stops
- Clinical education. Not mine — your clinical specialist or educator owns that.
- A one-day motivational session. Those feel good and change nothing by month two.
- Certification. I am not issuing credentials, and you should be skeptical of anyone in this space who is.
What you walk away with
A written sales development plan: who needs which skill, in what order, taught by whom, and how you will know it took. Your administrator can run it. You keep it whether or not you keep me.
Every engagement. Yours to keep.
Free discovery. Then a number.
Tell me who is on your team and what they are struggling with. Discovery costs nothing.
If there is work worth doing you get a written scope and a fixed fee before you decide — not a range, and not an hourly rate that grows.
Book a conversationYou are not in this alone. I see you. I am in this with ya.
Founder & CEO