Sales Scientist · Revenue Economist · Still In The Field

Your reps know
the playbook.
They stopped
believing it.

That is rarely a motivation problem. Bad data, weak account lists and too few real conversations teach good sellers that the work does not pay. Most SKOs add fresh messages and a day of energy. On Monday, the old targets and habits return.

Discuss the problem See the argument
Gerry Hill — Sales Scientist, Revenue Economist, SKO Keynote Speaker

Selected organisations Gerry has worked with

The Argument

Your team may be doing what the system has taught them to do.

When outbound misses, leaders often ask sellers to do more: make more calls, write better messages and take more coaching.

But the fault may sit earlier in the chain. The team may be calling the wrong accounts. Key buyers may be missing. The data may be poor. Reps may work for hours to get one useful conversation. If so, low belief is a result, not the cause.

PipelineOS helps leaders find the real break before they blame the rep.

01

Check the maths

Can the market, account list, contact data and time available produce the target?

02

Set the standard at the SKO

Use real data so leaders, managers and reps agree what will change after the event.

03

Make managers hold it

If managers go back to the old measures, reps will go back to the old work.

Why the SKO

The SKO gives you the room. Monday is the test.

At an SKO, leaders, managers and reps can focus on the same problem at the same time. That is useful. It is not change.

A keynote can help people see the problem. A working session can set a new standard. Both will fail if leaders go back to the old scorecard and old habits.

The test
Can a manager use the new standard in next week's pipeline review? If not, the SKO was a good day out.
Before the room
Agree what is wrong. Start with what the numbers show. Keep opinion separate.
In the room
Show the choices. Make clear how accounts, data, time and rep skill affect each other.
After the room
Use the new standard. Give managers a few clear questions and measures.
The boundary
Your leaders own the change. Pipeline Heroes does not become your sales or enablement team.
About Gerry

Current enough to challenge leaders. Practical enough to earn trust in the room.

Gerry Hill has spent twenty years in sales, revenue leadership and outbound technology. At ConnectAndSell, he spent six years close to the work: who reps called, who answered, what happened next and what pipeline followed.

He now leads TitanX in Europe and is building PipelineOS. He still works with live teams, live accounts and real targets. The work is current because he is still doing it.

He also founded a tech company that failed. It taught him a blunt lesson: effort and a clever plan are not enough. You need customer contact, fast learning and sound maths.

What clients say

Real comments from revenue leaders.

These quotes are real. The speakers are shown by role and company type. Gerry also ran Pipeline Heroes at the CRO Connected Summit in 2024 ↗.

"Gerry doesn't run an SKO session. He runs a diagnostic with a room full of people. He identified the exact belief gap in our outbound motion inside the first twenty minutes. The rest of the day was spent systematically dismantling it. Connect rates moved in week three. Our managers are still using the inspection language six months later."

VP Revenue
Series B SaaS · 60-person sales team · UK

"I've sat through a lot of outbound keynotes. Most of them are the same recycled tips dressed up with new slides. Gerry came in with our own pipeline data, our own connect rate benchmarks, and a framework that made the whole room uncomfortable in the best possible way. Three of my AEs told me it was the first time they'd understood why they weren't hitting number. That's not inspiration. That's surgery."

CRO
Enterprise SaaS · PE-backed · North America

"What separates Gerry from every other facilitator I've hired is that he's still operating. He's not describing a world from five years ago. He's working across live accounts every week. When he quotes a connect rate benchmark, it's not from a report. That credibility is felt in the room. Reps don't argue with it. They write it down."

Head of Revenue Enablement
High-growth SaaS · HubSpot ecosystem · EMEA

"We brought Gerry in to get our outbound team back on the phone. We'd tried two other enablement programmes. Neither moved the number. His workshop produced a measurable shift in outbound activity within the first fortnight, and the shift held. The framework gave our managers something concrete to inspect against, which is what every other programme had been missing."

CCO
Scale-up SaaS · Series C · London
The Offers

Pick the work you need.

These are not three versions of the same thing. A keynote helps the room agree. The SKO sets a working standard. Advisory helps leaders keep it in place.

Create alignment

PipelineOS Keynote

For a CRO who needs the room to agree on the real problem. We use your data to show where the outbound system is breaking.

  • Leader call before the event
  • 45–60 minute keynote
  • Your market, data and pipeline in the argument
  • Leader debrief and clear next step
The limit
A keynote can align the room. It cannot install a new way of working.
Install the standard

SKO Intervention

For a team that must work differently after the event. We use real accounts and real data to set a standard managers can use the next week.

  • Leader and data review before the event
  • Keynote and working session
  • Work on accounts, conversations and ownership
  • Simple guide for managers
  • Review with the leader after 30 days
The limit
We set the standard. Your managers must run it after the SKO.
Support the leaders

Executive Advisory

For leaders who are changing account coverage, team capacity, pipeline ownership or manager practice. It runs for six months and has a clear end date.

  • Monthly review with the leadership team
  • Test the facts, maths and trade-offs
  • Quarterly review of measures and managers
  • Watch field work when it helps a decision
  • Short written actions with named owners
The limit
We test the decisions. Your team runs the project and does the work.
DecisionKeynoteSKO InterventionExecutive Advisory
Main jobHelp leaders agreeSet a standard for reps and managersKeep the leadership change on track
TimePrep call, 45–60 minutes and debriefPrep, full day and 30-day reviewSix months
You getA shared view and a next stepA manager guide and clear team actionsA decision log and regular reviews
Not includedLong-term change supportRunning the standard for youProject management or sales leadership
The Framework

PipelineOS shows where outbound breaks before the blame reaches the rep.

Pipeline is measured at the end. The choices that shape it happen much earlier. The business picks the market and accounts. It decides which buyers to cover, what data to use and how much selling time the team gets.

PipelineOS joins those choices together. Leaders can see what is broken. Managers know what to check. Sellers know what they own.

01
Choose the market and accounts
Decide where outbound can work and which accounts deserve time
→
02
Cover the buying team
Find the people who use, shape, block and fund the deal
→
03
Create real contact
Give reps the data, timing and channels needed to reach people
→
04
Run the conversation well
Help sellers make the most of each real sales conversation
→
05
Set clear ownership
Make clear what AEs, SDRs, Marketing and leaders each own
→
06
Give managers a system
Use a few clear questions, measures and review points
→
Leaders fix
The blockers
Which business choice is holding the team back?
Managers check
The work
Are reps working the right accounts and taking the agreed actions?
Sellers own
Progress
Build the account, start the conversation and move the deal.
The goal
Self-sourced pipeline
Pipeline that does not vanish when inbound slows.
Where to Start

Which offer fits?

Answer four quick questions. The result is a useful place to start, not a sales proposal.

01 How soon do you need to act?
02 Do the leaders agree on the problem?
03 What do managers check today?
04 How much help do you want after?

An SKO can change the room. Managers decide whether it changes the work.

How It Works

Start with facts. End with an owner.

01
Find the real problem

We separate what the data shows from what people think it means.

You get: a clear problem statement
02
Pick the right offer

We choose the keynote, SKO or advisory work by the job you need done.

You get: a clear scope
03
Use your world

The work uses your market, accounts, data and language.

Typical build: three to four weeks
04
Hand it back

We agree what changed, what did not and who owns the next step.

You get: a standard your team owns
Advisory Boundaries

Advice without takeover.

Executive Advisory only works when a senior person inside the business owns the change.

Pipeline Heroes owns

  • Ask hard questions
  • Test the facts and maths
  • Run leadership reviews
  • Help choose useful measures
  • Set out clear actions and decisions

Your organisation owns

  • Name a senior owner
  • Run the project
  • Manage systems and data
  • Train and coach the team
  • Deliver the result
Frequently Asked

Questions CROs ask before they book.

How is this different from standard sales training?

Sales training starts with rep skills. PipelineOS first checks whether the system gives those reps a fair chance: the right market, accounts, buyers, data, time and manager support. Skills matter. They cannot fix every fault around them.

Can a keynote genuinely change anything?

It can help people see the same problem and agree what to do next. It cannot fix data, targets or manager habits on its own. If those are the real problems, someone inside the business must own the next step.

How do you measure whether the SKO Intervention worked?

Before the event, we agree a few clear signs of change. These will match the problem we found. After 30 days, we review what moved, what did not and why. We do not claim that one event caused every later sales result.

Does Executive Advisory include implementation?

No. We help leaders test decisions and review results. Your team runs the project, systems, data, training and daily work. If you need a team to do the work for you, this is the wrong offer.

Do we have to begin with an SKO?

No. Choose a keynote when leaders do not yet agree on the problem. Choose the SKO when the team needs a new working standard. Choose advisory when leaders are already changing the system and want support for six months.

Is the framework bespoke?

The core model stays the same. Your data, examples, exercises and measures make it yours. You get a tested framework, not a stock speech.

Is Pipeline Heroes connected to a software vendor?

Yes. Gerry leads TitanX in Europe. PipelineOS is Gerry's own framework, and buying a Pipeline Heroes service does not commit you to TitanX. If TitanX may help, Gerry will say so. You decide.

Start Here

Start with the problem.

The first call is 30 minutes with the revenue leader who owns the result. We look at what is happening, what you think is causing it and which offer—if any—fits. If PipelineOS is not right, Gerry will say so.

Book a 30-minute call → Use the offer selector