Keenan .

Vice President/Regional Sales Leader Emerging Service Providers

CEO | Author of Gap Selling | Creator of the Problem-Centric OS™ | Driving Predictable, Reliable, Revenue Growth -- Every Time

I’m the CEO of A Sales Growth Company (ASG) and the author of Gap Selling. Over the past decade, I’ve built a body of work that includes the Problem-Centric Operating System™ (PCOS), the Buyer Confidence Model, and the Problem Identification Chart (PIC) — frameworks that rewire how revenue organizations operate, forecast, and grow.

At ASG, we don’t just train salespeople. We help entire organizations transform the way they sell by aligning every GTM function to the problems buyers actually have. That’s why our work has been featured in Harvard Business Review and MIT Sloan Management Review, and why global enterprises and high-growth companies turn to us when they need to fix broken revenue systems.

I’m also a lifelong freestyle and mogul skier. In skiing, success requires precision, rhythm, and adaptability — one mistake throws off the entire run. Revenue is the same. If one part of the GTM system is out of sync, the whole organization feels it: forecasts drift, deals stall, and growth slows. That’s what the Problem-Centric OS solves — it brings clarity, control, and flow back into the system so growth becomes predictable.

ASG exists to help organizations achieve that level of performance. Our clients see higher win rates, more accurate forecasts, shorter sales cycles, and stronger alignment across sales, marketing, and customer success.

Because today’s revenue challenges aren’t about effort or talent — they’re about systems that weren’t built for how modern buyers buy. And fixing those systems is what we do.

CEO/President

A Sales Growth Company helps organizations solve the ever-changing challenges of revenue growth, long sales cycles, low winning percentages, and unacceptable growth numbers.  Through it's highly sought after Gap Selling methodology, ASG is quickly becoming the leader in revenue generation solutions for B2B companies around the world . . .

and we're just a killer place to work!

Most CEOs I work with have a capable team—but still feel like sales is tangled, random, and not creating margin-rich growth.

After 25+ years fixing broken sales across industries, I’ve built and installed custom growth systems that get teams aligned, qualified, and closing with confidence. One client scaled from $6M to $47M by untangling their “sales knots.”

I help small to mid-market B2B CEOs and Founders:

- Map their Route to Revenue
- Uncover their Strategic Value
- Install the GUIDE Selling System™
- And build a sales process that earns margin, trust, and market share

The problem isn’t your product. It’s how your team sells it—and what your buyers believe when they hear from you.

👉 Ready to fix your broken sales system? Let’s map your Route to Revenue. DM me or visit www.bluesalesfly.com

Michael Koory

Most CEOs think their salespeople are the problem.

They're wrong.

The real issue? Revenue Drift.

It's not about lazy reps or a few bad quarterly numbers.

It's about a system that was never built, or never enforced.

How do you spot Revenue Drift?

1. Forecasts always look good until, suddenly, they don't.
2. Winning deals by dropping price, never by selling true value.
3. Activity in the pipeline, but almost no one with real conviction about closing.
4. Your team works hard... but every win feels like a coin flip.

Nobody's slacking off.
Nobody's hiding bad news.

The truth: Without a clear, shared method, everyone just makes it up as they go.

No standards.
No stage discipline.
No real accountability.

So everyone improvises.
Every call.
Every deal.
Every quarter.

The result isn't a dramatic sales collapse.
It's a slow, silent leak you barely notice.

Revenue Drift is death by a thousand cuts for mid-market CEOs.

It kills margin.
It spreads doubt.
And by the time you spot it, you've already lost too much.

I've spent years helping teams stop the leak and build real systems.
The first step is brutal honesty:
Is your revenue governed, or is it drifting?

Drop a comment or share your industry if this sounds like your world.

Let's see who's willing to admit it first.

I Help Industrial Companies ($25M–$100M) Eliminate Revenue Drift | Founder | Revenue Navigation Guide

Your sales team isn't a fire department. 

Stop treating every quarter like another five-alarm panic.

If your forecast meetings feel more like emergency calls, you have a problem. Not a market problem, not a competitor problem, but a sales process problem.

Here's the ugly truth. Most B2B sales teams live on adrenaline. They chase every hot lead, scramble to close at the eleventh hour, and call it "high performance." But the real reason for the chaos? Nobody trusts the system. Because there isn't one.

Three signs you're stuck in firefighting mode:
- Deals pop up out of nowhere, then disappear just as fast.
- Every pipeline review ends with "we're cautiously optimistic."
- Success relies on one or two "closers" pulling rabbits out of hats.

Compare that to a team built for forecasting:
- Every stage has clear exit criteria.
- No surprises at EOM. You know what's closing, and why.
- Revenue is boring. Predictable. Almost anti-climactic.

Last year, I helped a Managed Services Provider go from code red to "boring" revenue. We killed heroics. Built a real pipeline. Suddenly, they could predict 90% of deals. The CEO called it "fun." 

Firefighting is dramatic, but it's not sustainable. Boring beats burnout every time.

So, are you building a fireproof sales process, or just waiting for the next alarm?

Tag someone whose sales process needs less drama and more predictability.

Sales chaos is louder than most people admit.

Every team thinks they're "unique" in their tangled mess.

Truth? Ninety percent of B2B sales problems aren't special.

They're just... knots.

Desperate quota chasing. Pipe dreams instead of pipelines. Confidence falling faster than pipeline velocity.

I've seen it enough times to know: hope is not a strategy, and "working harder" is not a fix.

Here's where the GUIDE Selling System™ walks in.

Not another flavor-of-the-month framework. Not a recycled training deck.

But a map that untangles real revenue knots, one thread at a time.

How?

1. It stops the "whack-a-mole" chaos.
2. Gives your team actual direction, not just another pep talk.
3. Creates predictable, margin-rich growth you can measure on a spreadsheet, not just feel in your gut.

Last quarter, a founder asked me, "What do we fix first?"

I said, "Stop treating symptoms. Start following the map."

Within months, their 'stuck deals' started moving. Forecasts finally meant something. The sales team actually looked forward to pipeline reviews.

Here's the unpopular opinion: If your sales process can't be written on a napkin, it's too complicated.

Build something your reps trust. Build something your clients feel.

If your revenue engine feels broken, maybe it's time to admit duct tape doesn't scale.

Ready to see what untangling looks like?
Tag a founder or sales leader who needs a real blueprint, not another band-aid.

If your revenue is unpredictable, you don't need more training.

You don't need another CRM.

You don't need a new comp plan.

You need a map.

Three years ago, I started sketching the same diagram for every CEO who complained about revenue drift.

I called it the Route to Revenue.

Here's the reality:

Most companies collect parts, but never build a real system.

They have culture, but it floats unanchored from strategy.

They have a sales process, but no actual methodology behind it.

They have a CRM, but nobody trusts the data.

They do coaching, but only when things are on fire.

They talk accountability, but it sounds more like blame than direction.

A pile of disconnected parts. No engine. No flywheel.

The Route to Revenue links it all together, in order:

Strategic Value → Ideal Customer → Sales Process → CRM → Coaching → Accountability → Governed Growth

When you line these up, something fundamental snaps into place.

Revenue doesn't stabilize because you got lucky with a superstar rep.

It stabilizes because you finally have a real system.

I've walked CEOs through this map in manufacturing, distribution, food, and medical devices.

Every time, the same shift happens:

They stop blaming people.

They start governing the system.

And like clockwork, revenue steadies, then climbs.

The map is the method.

If you're a CEO or revenue owner in an industrial business and this hits home, let me know:

Which piece in your revenue sequence feels the most broken right now?

Ten questions that expose where your revenue is leaking.

Score each 1 to 5.
1 means rarely true. 5 means rock solid, every time.

We decline RFQs that miss on margin, ICP, or fit.
Contribution margin is non-negotiable before the proposal.
No deal moves forward without conditions met. Optimism doesn't count.
No solutions presented until impact is quantified.
Pipeline reviews are about facts, not wishful close dates.
We know our Tier A accounts and put effort there first.
Go/no-go framework is mandatory before chasing deals.
When deals slip, we know exactly why and fix the system, not the person.
Meetings are about governance, not status updates.
Execs govern revenue behavior, not just watch revenue numbers.

Add it up.

40 to 50: Governed Revenue. You have a true standard. Don't let it slip.
30 to 39: Controlled but shaky. The cracks are showing.
20 to 29: Revenue Drift. Margin is leaking right now.
Below 20: Full drift. Pushing harder just makes it worse. You need a system, not more effort.

Most industrial companies score between 18 and 28 on the first try.
Not because they're lazy.
Because nobody ever built the system beneath their sales work.

What's your score? Post it in the comments. I read every one.

Want the one-page diagnostic? DM me or drop "diagnostic" below. I'll send it.

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Keenan .

Michael Koory

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