Know what to scale, fix, coach or stop.
Once the team, account model and motions are in place, the manager's job is to read the funnel clearly and make decisions quickly.
Seven views I would keep in front of the team.
Each view should lead to a management action, not another dashboard.
Accepted SQOs, sourced pipeline, cARR influence and forecast vs target.
Decision: capacity, focus, hiringGold, Silver, Inbound, Intent, Partner, Event and Recycle contribution.
Decision: scale, fix or stop a motionAccount penetration, buying committee depth, meetings and accepted opportunities.
Decision: add leadership, Marketing or AE supportAccount IQ tier, engagement, promotion rate and qualified-opportunity conversion.
Decision: adjust segments, signals or sequencesMeeting held, AE acceptance, rejection reason and stage progression.
Decision: tighten coaching or criteriaMQL conversion by campaign, content, event, intent source and nurture path.
Decision: improve targeting, content or SLARamp time, skill development, specialist contribution and next-role readiness.
Decision: coach, promote, pair or hireTurn the scorecard into decisions.
I would keep the review simple: find the gap, identify the cause, assign the owner, and check the result.
conversion, coverage, quality or capacity
market · message · skill · process · timing
scale · fix · coach · stop
BDR · Sales · Marketing · Ops · manager
did the funnel actually improve?
Different problems need different clocks.
The cadence should fit Tulip's existing operating rhythm, but these are the decisions I would make at each level.
What good looks like.
The standard is not more activity. It is a team that learns faster and produces more trusted pipeline.
Named accounts have real plans.
Buying committee, relationships, plant context, trigger, proof and coordinated actions are visible.
Scale stays relevant.
Account IQ, Lead IQ and signals continuously surface the best accounts for rep attention.
One bar everywhere.
Territory tactics can change. The definition of a useful opportunity should not.
Every rep knows the next skill.
1:1s, specialist roles and team-led training create measurable improvement.
No orphaned leads or meetings.
Sales dispositions quickly, Marketing sees lead quality, and BDRs know what happened after handoff.
The system gets smarter.
Every quarter we know more about which accounts, buyers, signals and motions create real pipeline.
Build the market. Build the team. Improve the system.
That is how I would approach Business Development leadership at Tulip.
See my broader work.
AI GTM strategy, commercial systems and company-specific work samples at CI Flow.