Adam Packard

Helping Coaches Turn Strangers -> Relationships -> Clients | Host of the Podcast "I Need a Coach!" - The Opposite of Every Linkedin Marketing Company - Let Us Prove To You We are Different | NinjaProspecting.com

Most lead generation companies promise big results. Few deliver what really matters: genuine conversations with people who actually want to work with you.

At Ninja Prospecting, we do things differently.

We’ve spent the last eight years helping over a thousand coaches, consultants, and entrepreneurs create real opportunities on LinkedIn, without spammy tactics, bots, or fake personalization.

Our approach isn’t about gaming the algorithm or blasting DMs. It’s about mastering a process that helps you build relationships, earn trust, and convert naturally.

Because let’s be honest, people can tell when you’re pitching. But they also recognize when you’re being real.

That’s where we come in.

We help you stand out with clarity, authenticity, and systems that actually work. You’ll learn how to identify your ideal audience, position your profile to attract the right people, and write outreach messages that sound human, not robotic.

And we don’t stop there.
We go beyond lead generation to help you convert those conversations into clients through sales and mindset training, simple follow-up systems, and practical tools that keep you consistent.

If you want to do it yourself, we’ll teach you how.
If you’d rather hand it off, our trained VA team can run your campaigns for you — using the exact strategies we’ve refined through thousands of client conversations.

Our clients choose us because we don’t sell hype.
We build systems that are sustainable, ethical, and personal — helping you grow your business in a way that feels good.

The truth is, you don’t need more automation. You need more alignment.
When your message, audience, and approach work together, that’s when you start seeing consistent results, not just leads, but loyal clients who actually value what you do.

That’s the Ninja way: relationship-first, strategy-backed, and results-driven.

If you’re ready to see how we do it differently, check out our short video below — it’ll show you exactly what makes this approach stand out:
🎥 Watch the Video 

https://www.loom.com/share/1a35990966194cb1882f2541d18cc1fd?sid=42759ec4-f3aa-4be4-b59a-1b1875c73489

CONTACT INFO
✉️ info@ninjaprospecting.com

🌐 www.ninjaprospecting.com
 — learn more about our process, testimonials, and how we help you turn conversations into clients.

Founder - Ninja Prospecting

WHAT MAKES US DIFFERENT?

We do EVERYTHING manually.  Good old fashioned hard work.  100% Done For You.  

We have a background in networking, sales, and copywriting.  

We start with the end in mind.  What end result are you looking for?  Appointments?  Website/Training Registrations?  We don't assume we know what you are trying to achieve, and to be honest (one of our core values), we don't know if we CAN help you.  

From there, we create the game-plan, strategy, campaigns and copy for you to review.  

We TRACK literally everything so you have full visibility and we have full accountability.

We are a family company.  

We know what works and what doesn't, and stay on top of trends to help clients be as efficient and effective as possible.  

We LOVE what we do.  We LOVE being the "secret" weapon for you on Linkedin.  

In a world of spam and mass messaging, we take you step by step through creating and executing the ideal strategy to fill your pipeline with ideal prospects. 

Your time is better spent in front of prospects. Not chasing after them.  

Not sure of the best strategy to get optimal results? We develop it with you and then for you.

Not sure how to find your best prospects on Linkedin? We do it for you.

Not sure what to say without being spammy or salesy in your messaging that gets results? We have professional copywriters who do it for you.

We are your Linkedin secret weapon.

We UNDERPROMISE and OVERDELIVER. We believe in working with fewer clients, helping them have more success. 


CONTACT INFO:
✍  adam@ninjaprospecting.com

⌨ www.ninjaprospecting.com for a detailed overview of our process and testimonials 

https://calendly.com/adampackard/linkedinstrategy?back=1&month=2022-02

Two broke screenwriters were rejected 15 times.

Now their show has generated over $1 billion for Netflix.

Matt and Ross Duffer were twin brothers from North Carolina. Film school grads. Moved to LA with nothing. Spent nearly a decade writing scripts nobody wanted.

They made a low-budget horror film that went straight to VOD.

Nobody watched it.

They worked on a network show that got canceled.

Did punch-up work. Took whatever paid the rent.

For years, they were “almost there.”

Then they wrote a show about kids in the 1980s, secret government experiments, and monsters from another dimension.

Everyone said it was a terrible idea.

Too weird.
Too expensive.
Kids can’t carry a drama.
The nostalgic moment already passed.

Fifteen networks passed.

Most writers would’ve shelved it and written something safer.

The Duffers didn’t.

In 2015, they pitched Netflix.

The meeting lasted 20 minutes.

Netflix said yes.

They gave two first-time showrunners full creative control, a massive budget, and the freedom to make the show their way.

Unknown kids.
A risky tone.
Slow-burn tension instead of constant action.

When the show dropped, there was no big marketing push. Just eight episodes released at midnight.

Word of mouth did the rest.

It became the biggest Netflix original ever at the time.

Then broke records again.

And again.

And again.

By the final season, Netflix was spending blockbuster money per episode. 

The show drove millions of new subscriptions and became a global cultural event.

Today, the franchise is estimated to be worth over $1.4 billion.

All because two writers refused to believe that 15 rejections meant their idea was wrong.

Here’s the part worth sitting with:

The thing everyone calls too risky is often the thing nobody else is brave enough to make.

Your third “no” isn’t proof you should quit.

It might be proof you’re onto something original.

So ask yourself:

What idea are you watering down to make it safer?
What pitch are you abandoning too early?
How many rejections away are you from the one yes that changes everything?

Sometimes you don’t need to be better.

You just need to be brave long enough to be different.

Don’t quit.

Tired of all of the Marketing and Lead Guys Overcharging, Overpromising, and Underdelivering? We are the Opposite of the Rest - Attract Clients Without Pitching and Spamming - Watch our Short Video Below

He became worth $800 million and still couldn’t forgive himself for stealing a $1 candy bar.

In 1987, Dwayne Johnson wasn’t The Rock.

He was a hungry kid in Hawaii.

His dad wrestled independent circuits. The money never stretched far enough.

They lived in a tiny apartment that cost $120 a week. They couldn’t afford it.

Every day at 14, Dwayne walked to the gym.
 
Every day, he stopped at the same 7-Eleven and slipped a king-size Snickers into his pocket.

It was his pre-workout fuel.

The only way he could train. He did this for almost a year.

Here’s the part that stayed with him.

The same clerk worked there every day.

She saw him take the candy bar. She knew. She never said a word.

She just turned her head and let a hungry kid walk out.

Months later, his family was evicted. They came home to a padlock on the door.

His mother broke down crying in the hallway.  They had nowhere to go.

That moment never left him. The family moved.

Dwayne poured his anger into football. Then wrestling. Then Hollywood.

He became one of the highest-paid actors in the world.

But every time he drove past that 7-Eleven in Hawaii, the same thought came back.

He needed to make it right.

In November 2022, he finally did.

He walked into the store, bought every Snickers bar on the shelf,
and left them at the register.

The bill: $298.  He told the clerk:

“If someone looks like they’re stealing Snickers, give them these so they don’t have to steal.”

He also paid for every customer who walked in.

Later, he wrote that he’d finally exorcised “this damn chocolate demon” that haunted him for 30 years.

“We can’t change the past,” he said, “but sometimes we can add a redeeming grace note and put a smile on a stranger’s face.”

From stealing one candy bar to buying them all. From quiet shame to shared redemption.

Some people spend their lives running from where they started.

Others go back, face it, and finally set it down.

Growth isn’t always moving forward.
Sometimes it’s having the courage to return to the place that broke you and make it whole.

Your past doesn’t have to be your prison. It can be your proof.

Think Big.

He gambled his company’s last $5,000 at a blackjack table. It saved a $90 billion empire.

A college professor gave him a C on the idea that built a $90 billion company.

Fred Smith was a Yale student in 1965.

He wrote a paper outlining an overnight delivery service.

His professor thought it was impractical.

Gave him a C.

“The concept is interesting but not feasible.”

“The logistics don’t work.”

“This would never survive in the real world.”

Smith didn’t listen.

After serving as a Marine in Vietnam, he came home and built the company anyway.

Federal Express launched in 1971.

And almost died immediately.

The fuel crisis hit. Costs exploded. The company was bleeding money.

By 1973, FedEx was down to its last $5,000.

Not enough to cover the fuel bills.

Planes were about to be grounded.

Employees were about to lose their jobs.

Everything Smith had built was about to disappear.

His board told him it was over.

“We can’t make payroll.”

“There’s no money left.”

“It’s time to shut it down.”

Smith didn’t shut it down.

He flew to Las Vegas.

With the company’s last $5,000.

And sat down at a blackjack table.

His business partner found out and was furious.

“What the hell are you doing? That’s all we have left.”

Smith’s response?

“What difference does it make? Without the money for the fuel companies, we’re dead anyway.”

He played through the weekend.

When he flew back to Memphis, he had $27,000.

Enough to cover the fuel bills.

Enough to keep the planes flying.

Enough to buy time to raise the capital they needed.

Within two years, FedEx turned its first profit.

Today, FedEx is worth over $90 billion.

Delivers to more than 220 countries.

Employs over 500,000 people.

All because a guy who got a C on his business plan refused to let his company die.

Even when the only option left was a blackjack table.

I’m not telling you to gamble your business funds.

I’m telling you this:

When everyone says it’s over, it’s not over.

When the logical move is to quit, logic isn’t always right.

When you’ve got nothing left to lose, you’ve got everything to fight for.

Fred Smith bet everything on himself when the odds were against him.

Not because he was reckless.

Because he believed in what he was building more than he feared losing.

What are you treating as the end when it’s really just the hard part?

What would you do if giving up wasn’t an option?

Smith turned a C paper into a $90 billion empire.

Turned the company’s last $5,000 into $27,000.

Turned certain failure into global success.

Because he understood something most people don’t.

The game isn’t over until you decide it’s over.

And he wasn’t done playing.

Think Big

Gillette spent $750 million on marketing in one year.

 Michael Dubin spent $4,500 and took their customers anyway.

A $4,500 video turned into a $1 billion company.

Dubin was in his early 30s.

Worked in digital marketing. Made decent money. Lived in New York.
But he wasn’t building anything. Just working for other people.

Then at a party, a friend complained about something everyone hates: overpaying for razor blades.

That conversation stuck.

Everyone said the idea was stupid.

“You can’t compete with Gillette.”

“Big razor owns the market.”

“Nobody buys razors online.”

“You’re a marketer, not a product guy.”

He ignored them.

What Dubin understood was simple:

People weren’t loyal to expensive razors. They were trapped by them.
Locked into overpriced blades because no one offered a better option.

So he did.

A subscription service.

Quality razors.

Shipped to your door.

For a dollar a month.

Simple. Almost too simple.

The hard part wasn’t the product.

It was getting attention.

No big ad budget.

No celebrity endorsements.

No retail shelf space.

What he did have was a comedy background from years of improv.

So he made a video. Not a polished corporate ad.

A scrappy, irreverent, 90-second pitch filmed in his own warehouse.

He wrote it. Starred in it. Spent about $4,500.

March 2012.

“Our Blades Are F***ing Great.”

No athletes. No blue water demos. No fake blade science.

Just a guy telling the truth about why razors cost too much.

Within 48 hours, it had millions of views.

The site crashed.

12,000 customers signed up in two days.  The video eventually passed 25 million views.

But he didn’t stop there. He kept building. Expanded the product line.

Built a real brand around a real problem.

Four years later, in 2016, Unilever bought Dollar Shave Club for $1 billion. Cash.

A marketing guy with a comedy background beat industry giants spending hundreds of millions on ads.

Dubin proved something important:

You don’t need the biggest budget.
You need the clearest understanding of what people actually want.
You don’t need permission.
You need the courage to ignore the gatekeepers.
You don’t need perfect credentials.
You need a problem worth solving—and a different way to solve it.

What product do you buy that you secretly hate?

What industry is overcharging you because no one’s challenged it?

What skills from your past could you combine in a way no one expects?

Dubin wasn’t a razor expert.

He paid attention at a party and told the truth on camera. That’s it.

Find your overpriced razor.

Build the simple solution.

Tell the story only you can tell.

The next billion-dollar idea might already be hiding in plain sight.

He beat a man unconscious at 16. Then beat the odds to build a $400 million empire.

A convicted felon with a 9th grade education became a Hollywood A-lister and built a business empire worth hundreds of millions.

Mark Wahlberg was 20 years old.

A former street kid from Dorchester, Boston.

He’d already served 45 days in jail for assault.

Dropped out of school at 14.

Had a rap sheet longer than his resume.

His claim to fame? Being the underwear model brother of a New Kids on the Block member. And a one-hit-wonder rapper named “Marky Mark.”

Everyone knew what came next for guys like him.

“You’re just a pretty face with a criminal record.”

“Acting? You’re a joke.”

He didn’t listen.

Here’s what Wahlberg understood that everyone else missed:

Where you start doesn’t determine where you finish.

Your past is just data. Not destiny.

So he got to work.

Not networking at Hollywood parties.

Not waiting for permission.

He took small roles. Got rejected constantly. Studied the craft like his life depended on it.

Because it did.

His big break came in 1997 with Boogie Nights. Critics expected him to fail. He didn’t. He held his own against some of the best actors in the business.

The Departed with Scorsese. Got him an Oscar nomination. The same kid who couldn’t finish high school was now being recognized by the Academy.

But Wahlberg wasn’t satisfied with just acting.

He saw what most entertainers miss.

Fame is temporary. Ownership is forever.

So he started building businesses.

Wahlburgers. A restaurant chain with his brothers. Started in their hometown of Boston. Expanded across the country and internationally.

Performance Inspired. A nutrition company. Because he wasn’t going to just endorse products. He was going to own them.

Car dealerships. Tequila. Fitness investments. Production companies.

While other actors chased their next role, Wahlberg was building assets.

Today he’s worth an estimated $400 million.

The 9th grade dropout became a mogul.

The convicted felon became a producer and studio partner.

The one-hit-wonder became a case study in reinvention.

All because he refused to let anyone else write his story.

What label are you letting define you?

What are people saying you can’t do because of where you came from?

Wahlberg went from jail to the Academy Awards stage.

From Marky Mark to Mark Wahlberg the business owner.

From a guy famous for dropping his pants to a guy building generational wealth.

He didn’t ask permission.

He didn’t wait for someone to believe in him.

He just worked. Every single day.

2:30am wake-ups. Prayers. Workouts. Film sets. Business meetings. Repeat.

While everyone was sleeping, he was building.

Your past doesn’t own you.

Your circumstances don’t define you.

Your doubters don’t get a vote.

Stop waiting for someone to give you a chance.

Start building something you own.

The world will always try to put you in a box.

Break out of it.

Think Big.

Michael Pedersen

Revenue Growth | Emotion-Based Brand Messaging To 3x Your Revenues | Bridging the gap between sales and marketing

High-pressure phone sales teams lose 30%-40% when recovery takes longer than the next dial.

DecideFast™ Between-Calls Performance Stability Software 
"Tough calls don’t crash the day.”

"DecideFast™ runs alongside your existing tech. 
No integration required.
No coaching.
No training.
No workflow changes.
No IT involvement.

Teams do not fade because of skill or effort. They fade because timing breaks under pressure.

Training happens before the shift.
Coaching happens after the shift.
Dashboards explain the problem once the day is already lost.

Nothing supports recovery in the seconds after a call, when performance actually drops.

That is the gap DecideFast™ fills.

DecideFast™ compresses after-call recovery so each interaction starts clean.

Used in seconds.

No management overhead.

See fast after-call recovery live. 
No slides. No pitch.

CEO & Founder

Does your website convert? When was the last time you gave it a refresh? How does it compare to your competitors?

Your company website is your brand on the Internet. An under-performing and outdated website will cost you revenues. 

Let’s jump on a discovery call to see if we are good fit to work together 

Visit: www.AZNetmarketing.com or 
Email: mike@aznetmarketing.com

How is this even possible?

30–45% annual attrition has become normal in phone sales.

That range shows up consistently across industry benchmarks from Contact Center Pipeline and ICMI, especially in high-volume and BPO environments.

Now put a dollar frame on it.

Research from SQM Group and Gartner estimates the cost to replace a frontline agent typically lands between $10,000 and $20,000 once you account for recruiting, training, ramp time, and lost productivity.

That means a 300-seat operation turning over a third of its workforce each year is quietly absorbing millions in replacement cost alone.

What’s important here.

This didn’t become normal because leaders stopped caring.

Managers are under real pressure. They run WFM, QA, coaching, engagement tools, training programs. They are actively trying to stabilize performance with the systems available to them.

The issue is timing.

Most of those programs work before the day starts or after the damage shows up in reports.

Performance doesn’t usually break in meetings or dashboards.

➡️ It breaks in the moments between interactions.
➡️ Right after a bad call.
➡️ Right before the next one.
➡️ When pressure carries forward and nobody sees it.

So teams adapt.
🚫 They manage averages.
🚫 They absorb churn.
🚫 They normalize something that would feel unacceptable in almost any other function.

This isn’t about blame.

It’s about noticing when something abnormal quietly became accepted as “just how it works.”

At what point did “this is brutal” turn into “this is normal”?

Mike Pedersen

Phone Sales Teams Lose 30%-40% Output After Lunch | Between-Calls Performance Software That Keeps Afternoons From Breaking | No Training. No IT. No Workflow Changes

Can a phone sales rep reset in 10 seconds?

Most leaders have never tested this.
Not because it sounds impossible.
Because nothing has ever been built for that window.

Sales performance is designed around calls.
Measured on calls.
Coached on calls.

But floors don’t drift during calls.
They drift after them.

That small gap between one call ending and the next starting quietly determines the rest of the day.

🚫 No system reaches it.
🚫 No process operates there.
🚫 No tool moves fast enough.

Leaders feel the impact anyway.

⬇️ Energy drops by mid-day.
⬇️ Confidence slips in real time.
⬇️ One bad call spills into the next.

By the afternoon, the floor is still staffed, but performance is uneven.

Most solutions arrive too late.

🚫 Dashboards explain yesterday.
🚫 Coaching fixes tomorrow.
🚫 Training assumes calm and recall.

None of those help in the moment that actually bends the day.

Sales performance doesn’t break on calls.
It breaks in the seconds right after them.

When recovery is immediate, performance holds.
When recovery drags, the day compounds in the wrong direction.

That gap has always been there.
Leaders have felt it.
They just haven’t had anything fast enough to stabilize it.

The real question is simple.

What happens in the 10 seconds after a call ends?

That moment decides whether the next call starts clean, or carries residue.

DecideFast™ operates in that gap.
Between calls.
In real time.

We’re running a contained test with sales leaders who want steadier floors without adding training, process, or disruption.

If this matches what you see on your floor, message me and we’ll see if it fits.

Every sales leader I talk to shows the same curve.

Mornings prove the team can execute.
Afternoons make it look like they can’t.

✅ Same reps.
✅ Same scripts.
✅ Same leads.

Most explanations miss the point because they focus on effort, motivation, or skill. None of those change at noon.

What actually changes is the operating condition.

🚫 Calls stack.
🚫 Difficult interactions cluster.
🚫 Nothing clears between one call ending and the next beginning.

So by mid-afternoon, reps aren’t performing worse.
They’re performing under load.

That’s why dashboards lag reality.
By the time the numbers dip, the damage already spread across dozens of calls.

If morning performance exists, the capability exists.
The question isn’t how to train harder.
It’s how to stop degradation from compounding during the day.

Most teams don’t have a way to manage what happens after the call and before the next one.

That gap quietly decides how the day finishes.

If you run a floor, you already know this pattern.

Most phone sales teams don’t struggle because of tools, talent, or effort.

They struggle because daily output isn’t predictable.

Same team.
Same dialer.
Same leads.

One day hits.
The next day misses.

That inconsistency creates real downstream problems.

• Managers spend their afternoons intervening instead of managing
• Clients feel the instability before reports ever show it
• Forecasts become guesses, even with solid activity data

The dialer does its job.
Activity is optimized.

What changes is execution as the day wears on.

Pressure accumulates.
Judgment slips.
Tone changes.
Small drops compound across dozens of calls.

Most systems measure results after this happens.
They were never designed to stabilize performance while it’s forming.

That gap is why output feels harder to control than it should.

Sales performance still drops later in the day.

Even in teams using Gong or similar tools.
That confuses a lot of sales leaders.

Because the calls are recorded.
➡️ The data is there.
➡️ Coaching is happening.
➡️ Yet consistency still breaks.

Here’s why.
Most sales tools explain what happened on the call.
They do not support what happens after the call.

➡️➡️ Insight explains what happened.
What carries forward after a call determines what happens next.

Between calls is where problems stack:
➡️ One bad conversation carries forward
➡️ Confidence dips before the next dial
➡️ Hesitation shows up quietly
➡️ Call blocks lose stability

By the time coaching or reviews happen, the day is already off track.

This isn’t a tooling failure.
It’s a missing layer.

Insight explains performance.
Recovery protects it in real time.

If your team starts strong and fades by the afternoon, what actually happens between calls today?

That’s the question worth looking at.

After Call Work looks fine on dashboards.

It’s killing output in reality.

Reps finish a hard call.
✅ They log notes.
✅ They click dispositions.
✅ They pause.

🚫 That pause turns into hesitation.
🚫 Hesitation turns into slower dials.
🚫 Slower dials turn into crushed afternoons.

Leaders see:
 • ACW implemented
 • Systems configured
 • Activity targets set

But still spend the day reacting.
ACW tracks tasks.
It doesn’t stabilize execution.

If nobody owns what happens between calls, consistency erodes even when everything looks “set up correctly.”

That gap is where performance quietly breaks.

Solution providers sell “performance software.”

Here's my problem with it.

Most of it measures. Almost none of it improves execution/outcomes.
Here’s the line that gets blurred.

What most companies call performance:
➡️ Dashboards
➡️ Reports
➡️ Visibility
➡️ Retrospective analysis

Trends after the outcome is locked.
That is measurement.
Measurement explains what already happened (lagging indicators).

What performance actually is
✅ Execution under pressure
✅ Consistency as conditions deteriorate
✅ Output holding when rejection stacks up
✅ Results changing in real time

I come from an athletic background (a full-ride D1 college scholarship).
Track and field. Javelin, then Decathlon. Attempted to make an Olympic team.

➡️ Performance was never the quality of the data.
➡️ Performance was the clock. The distance. The placing.
➡️ You didn’t win because practice was tracked better.
➡️ You won because execution improved.
➡️ Coaching works, but not in the moment of pressure between calls.

Phone sales work the same way.
If execution doesn’t change between calls, performance doesn’t change.
If nothing stabilizes execution during the day, afternoons break.

If tools only explain losses after the fact, they are not performance tools.
Measurement tells you what happened.
Performance determines what happens next.

This is why DecideFast™ sits in performance stability.
We operate where execution actually breaks.
Between calls. Under pressure. In real time.
✅ It does not measure outcomes after they fall.
✅ It stabilizes execution while work is happening.
That distinction is the whole point.

It's time companies focus on outcomes, not just measurement.

If you’re an inside sales leader and output is still off, you fix it. You don’t keep buying dashboards.

Phone-based sales operations lose 30% of daily output after lunch.

The pattern appears across teams, industries, and tech stacks.

What operations leaders see:
✅ Strong morning dial rates.
🚫 Declining afternoon production.
➡️ Same reps. Same leads. Same hour count.

What the metrics show:
✅ First-half call volume: 12-13 per hour
🚫 Second-half call volume: 8-9 per hour
🚫 Conversion rates: drop proportionally
✅ Manager intervention: increases 3 PM onward

What this represents operationally:
⬇️ 30% of capacity unused every afternoon.
⬇️ Full payroll expense. Reduced output delivery.
⬇️ Forecast misses despite effort increases.

Standard fixes don't address it:
🚫 Better list quality doesn't prevent the decline.
🚫 Script improvements don't maintain afternoon pace.
🚫 Incentive adjustments don't change the pattern.
🚫 Additional coaching doesn't stabilize output.

Because the constraint isn't in those areas:
➡️ Training builds capability over weeks.
➡️ Coaching refines execution over days.
➡️ Dialers optimize connection rates continuously.
➡️ CRMs track activity after it occurs.

None operate in the moments between calls when one difficult interaction affects the next four attempts.

That's where the 30% disappears.

That's the operational gap costing seven figures annually.

It's time to stop normalizing 30% drops and fix it.

Inside Sales Leaders:

Your dashboard is red. Again.

12 calls/hour this morning. 8 calls/hour right now.
Same reps. Same leads. Different output.

You know exactly when it started.

That brutal rejection at 1:47 PM. The one where the prospect hung up mid-sentence. Your rep stared at the screen for 12 seconds. Dialer queued the next call. Rep wasn't ready.

That call tanked the next four.

You watched it happen. You couldn't stop it.

Every. Single. Day.

DecideFast™ operates in those 8 seconds.

Between one call ending and the next connecting. Where your rep either clears what happened or carries it forward.

Pilot teams: Afternoons now match mornings.

If you're done watching 30% disappear daily, let's talk.

DM me. 10 minutes.

The One Moment No Phone Sales Tech Stack Covers

Between-Calls.

These moments during the phone sales day explain why performance breaks even when everything appears to be in order.

It is the only moment no system owns.
Dialers move the next call. CRMs log the last one. Nothing is responsible for what carries from one interaction into the next.

It is the only moment managers cannot scale into.
A manager can step in after the damage is visible. They cannot be present in the seconds between every call across dozens of reps.

It is the only moment dashboards cannot see.
Dashboards show outcomes after execution already changed. They never show the hesitation, tone shift, or pace decay forming between calls.

It is the only moment where one interaction affects the next.
A harsh rejection does not stay isolated. Without clearing, it alters the next conversation, then the next, then the next.

It is the only moment that explains same-day instability without blaming reps.
The capability is proven in the morning. The breakdown happens later because carryover compounds, not because reps forgot how to sell.

That moment sits between calls.

DecideFast™ is a between-calls stability performance software for phone-based sales teams, designed to prevent output decline throughout the day. 
Not training. Not coaching. No IT lift. No workflow change. 

Used in the seconds after a tough call to clear the carryover fast and maintain dial pace and next call success.

We are executing low-risk, 14-day, 25-rep contained tests to stabilize afternoons for phone sales teams. 

Let's talk if you want to hit your afternoon numbers and have your managers intervene less.

taplio

The Battle

Adam Packard

Michael Pedersen

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Performance ScoreAdam Packard's LinkedIn Performance

Performance ScoreMichael Pedersen's LinkedIn Performance

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taplio

The Battle

Adam Packard

Michael Pedersen

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Adam Packard's LinkedIn Performance

Performance ScoreMichael Pedersen's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreAdam Packard's LinkedIn Performance