A believable site puts your best answers where a stranger finds them, and it books more of the right calls. Then a live person has to earn the deal: read the buyer, ask before pitching, and hold their nerve on the objection that usually ends it. That's a skill, not a personality trait, and most teams were handed a quota and a login and left to work it out alone.
Half price for the first five companies, in exchange for becoming a named case study with a real before-and-after number once the work is done. Five companies, then it's $6,000. How the founding deal works →
You can give a team perfect scripts and a clean site and still watch good opportunities die, because the moment a buyer pushes back the rep reaches for a discount or a features list instead of the one question that would move it. Selling well is understanding another person accurately enough to be useful to them. Done right it feels like help, not pressure.
That's the craft I've spent forty years in sales developing and refining, the last twenty of it teaching, long before any of it touched a camera. It can be taught and it can be measured, and it's the difference between a team that needs you in every real deal and one that gets believed without you.
"To describe Matt as just a sales trainer doesn't do him justice. He intuitively understands the part each person needs, then tailors it. I'm a better salesperson because of him, and a better person as well."
Greg Steinig, VP of SalesNot a script to recite. The judgment that decides whether a buyer believes them.
Empathy as a skill, not a mood: modeling a buyer's situation accurately enough that they feel understood. It's what earns trust, and it can be trained.
How to find out where it hurts before prescribing anything. The reps who quote last tend to close most.
Price pushback, the risky ask, "can you actually do this." What to say instead of flinching, over-explaining, or reaching for a discount.
Discovery that doesn't feel like an interrogation, and how to keep control of a call without pushing the person out of it.
The same skills, pointed at the video email app that comes with this training: being believable to a stranger at 11pm, not just across a table. We set your team up on it and teach them to use it.
How to spot the salespeople worth hiring and coach the ones you have. The part most founders get wrong and pay for twice.
The price is the same either way: six thousand per person, six to eight weeks, paid up front. Remote costs you nothing in travel. Onsite adds travel at cost, agreed before anyone books a flight. The number on the training itself doesn't move.
Published and flat, like everything else here. Six thousand a head, no range that mysteriously grows once you've signed.
If you're the only person in the company who can win a real deal, you don't have a sales team, you have a bottleneck with your name on it. The point of this step is that the belief stops living in one person.
When a rep can diagnose the problem, handle the objection, and be trusted on camera or across a table, deals stop routing to your calendar. Closing the trust leaks made the site persuasive. This makes the people persuasive, which is the half no site can do for you.
The same six weeks lands differently on each desk. Here is what each seat actually gets back.
Walks into the call already believed, so the first ten minutes stop being spent proving the company is real. They qualify harder, because they've stopped being grateful for every meeting and started asking the diagnosing question before they pitch. They hold their nerve on the objection that used to end the call. More of the right deals close, and the wrong ones fall out early instead of dying slowly at the bottom of the pipeline.
Stops being the only person a buyer will believe. The deals that used to route to your calendar close without you in the room, and the hours you spent rescuing other people's calls come back. You spend them where only you can: opening the next market, building the next line, making new opportunities for the business instead of closing the current ones one at a time.
The pipeline you worked to fill finally converts, so the traffic and the meetings you generated turn into revenue somebody can point at. The argument that the leads are bad ends, because the leads were never the problem. Your work stops reading as a cost nobody can measure and starts reading as the reason the number moved, with your name on it. The hard work is finally justified by a result you can defend.
The forecast starts telling the truth. Belief built before the call means fewer deals stall in the pipeline inflating a number that quietly dies at quarter end, so coverage means what it says and projections land closer to what actually happens. Win rate lifts on the same volume and the same spend, which drops straight into CAC and payback. You see a greater return on money you were already spending, and you can audit it, because the before was written down and priced.
Because that's the honest unit. Whether it's one rep or your whole floor, each person gets the same six to eight weeks of coaching for six thousand, paid up front. The total is just heads times price, published and flat like the Diagnosis and Prescription. Nothing hidden, nothing that grows after you sign.
Yes. If your site is already in decent shape and the problem is that the team can't close what it's given, this is the whole fix.
No. It's sales training, the craft I've spent forty years in sales learning and the last twenty teaching. Video is one place the skill shows up, because the app that comes with this training puts your people on camera. The substance is selling: being believed, diagnosing before pitching, and handling the objection that ends deals.
Yes. Spotting which salespeople are worth hiring, and coaching the ones already on the floor, is part of the work. Clients have used me for exactly that.
That's what the six to eight weeks are for. The awkwardness breaks in the first sessions and the habit sets over the weeks that follow, which is why the program runs that long instead of a single workshop.
You don't get handed a certificate and forgotten. For the three months after, I meet each student once a month for at least two hours. We debrief the deals that got away, work through the questions that only surface once they're using this on real pipeline, and adjust. It's included, and it's the part that turns a course into a habit.
Forty-five minutes. Who needs it, how many, and where the deals are dying. Six thousand a head, six to eight weeks, paid up front, and we can begin.
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