Kevin Mulrane

Experienced Revenue Leader with a demonstrated history of building and scaling revenue teams across sales development, new business acquisition, retention & expansion, sales operations, and sales enablement. Skilled in Negotiation, Revenue Growth, Customer Relationship Management (CRM), Team Building, Sales Operations, Customer Experience, and Deal Closure. I have worked across different departments such as sales enablement, sales operations, internal recruitment, Customer Experience, and marketing.

VP of Sales

When buyers push back on price, they're rarely only talking about price.  Its usually one of these signals. 


- Business case isn't clear
- Not a huge priority 
- Internal risk of making a change is too high. 

Lowering the price might reduce financial risk but it doesn't reduce strategic uncertainty. Don't just throw out a discount ask questions.  

Try this instead..

1️⃣ Clarify the cost of staying the same
 Instead of defending price, ask:
 – “What happens if you don’t solve this in the next 6–12 months?”
 – “Who feels the impact if nothing changes?”
 – “How are you measuring the cost of the current state?”
If the status quo feels cheap, your solution will feel expensive.

2️⃣ Test real urgency
 – “Is this a Q1 priority or a ‘nice to improve’ initiative?”
 – “What else is competing for budget or priority right now?”
 – “If this doesn’t get approved, what shifts internally?”
You’re not pressuring. You’re diagnosing.

3️⃣ De-risk the internal decision
 Price objections often mask internal fear. Try:
 – “Who would need to feel confident for this to move forward?”
 – “What would make this feel like a safe decision?”
 – “Where do you anticipate internal pushback?”

What else am I missing??

VP of Revenue at BioCentury | Advisor | Pizza and Wine Enthusiast

Most sales teams don't have a coaching problem. They have a feedback-overload problem.

I've seen it happen over and over. A manager listens to a call, spots 10 things wrong, and unloads all 10 in the debrief. They walk away feeling productive. 

The rep walks away confused and deflated.

That's not coaching. That's noise.

The best managers I've been around do something that feels almost too simple. They pick ONE thing. They go deep on it. They don't move on until it sticks.

But here's the part that separates good coaches from great ones...

They ask more than they tell.

"How do you think that call went?" "Where did you lose them?" "What would you do differently?"

When a rep can diagnose their own performance, you've done something that matters. You've built self-awareness. And self-awareness compounds.

I've watched average reps become top performers. Not because they got more talented overnight. But because someone finally took the time to coach them with intention.

Your reps don't need more feedback dumped on them.

They need a coach who gives a damn.

Are your managers actually coaching? Or just filling the time between calls?

After 8 years of early-stage sales operating roles, I'm now helping GTM talent land at high growth tech startups at TCP. 

Placing sales & gtm talent at companies like Cursor, Baseten, Decagon, etc. Reach out to chat.

HeyGen - Head of Sales ($5m to $90m)
Inscribe - Head of Sales ($0 to $5m)
Optimizely - SDR (lots of calls & emails)

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The Battle

Kevin Mulrane

Ryan Gross

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Engagements

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