For over 15 years, I’ve built high-performing sales teams and coached individuals at every career stage, closing over $100M in software sales. Now, I help sellers accelerate their growth, leaders build resilient teams, and founders scale revenue engines through proven GTM processes.

My clients describe me as process-oriented, an excellent communicator, and someone who helps them unlock their potential.

If you’re a seller, leader or founder seeking guidance to accelerate your outcomes, let’s schedule a call via the featured section below!

Mats Uddenfeldt

I wish someone had told me this in my first year of sales:

(It would’ve saved me a lot of stress and a few bad habits. )

1. Don’t take it so seriously.

Sales isn’t life or death. The pressure can be intense, but remember to breathe and keep perspective. At the end of the day, it’s just a job.


2. Show up to help, not just sell.

Sometimes the best move is to qualify out or even recommend a competitor. The trust you build with honesty will pay off later. Often in ways you can’t predict.


A seller I coach asked me about this recently.
It reminded me that the lessons you learn early shape how you sell for life.

If you could go back to year one, what would you tell yourself?

Driving GTM Excellence for Sellers, Leaders & Founders.

Chasing big goals isn’t supposed to feel great all the time.

At yesterday’s EliteGTM exec session with Luca Lazzaron on Scaling Culture Without Losing Control, one insight stood out:

The rule of thirds for performance:
- A third of the time, you’ll feel great.
- A third, just okay.
- And a third, absolutely terrible.

That last part doesn’t mean you’re failing.
It means you’re in the middle of something hard.

Most people panic in that tough third.
They second-guess, look for shortcuts, or quit too soon.

But if you expect the ups and downs, you don’t overreact.
You keep going.

And when you’re leading teams, the same rule applies.
Your job is to normalize the tough third. Not fix it.

A coach helps you see where you are in that cycle, and how to move forward when it feels rough.

Who helps you push through your tough thirds?

Most deal reviews stay internal.
Next week, EliteGTM is breaking that rule.

They’re launching the first Global Deal Review Hour where sellers bring real deal challenges to a global community of 600+ tenured GTM leaders.

In one hour:
- Stalled deals move.
- Dead deals revive.
- Sellers level up.

No deep dives or customer names.
Just quick, actionable reviews.

And for this first session, it’s free.

Want to join? Comment or drop me a note.

The best sellers don’t sound like sellers.

They sound like:
- Experts
- Problem solvers
- Someone worth trusting

That comes from unselling.
Leaning back instead of pushing to close.

My instinct was always to listen first.
To diagnose. To give real advice.
Not pitch. Not push.

But some orgs still ran the old playbook:
- “Overcome objections.”
- “Control the call.”
- “Push the close.”

So I forced it. And it killed my edge.

The moment I stopped trying to sound like a seller, and went back to sounding like myself, my numbers took off again.

3 ways you can start unselling today:


1. Don’t rush the close. Test urgency.

→ “Why not wait until next quarter?”

Their answer tells you everything.


2. Challenge the status quo.

→ “What’s working well today? Why even change?”

Uncover a critical reason to act now.


3. Invite criticism.

→ “If any part of this doesn’t fit how you work, tell me.”

Honesty builds trust faster than pitching ever will.


Unselling isn’t passive. It’s powerful.

Because when you create space, buyers lean in.

Or you can qualify out.

3 ways you can start unselling today:

From top performer to novice manager to trusted leader:

Early in my career I had a sprinter’s mindset. I was motivated to get ahead by outworking others and having an impact autonomously.

This made me super successful as an IC.

But in my first leadership role, it was obvious that this approach didn’t work.

The problem? My sprinter’s mindset left little room for others to learn or grow.

Later I learned to make a major mindset shift.

Instead of operating as a sprinter, I thought of myself as a long distance coach.

I needed to be able to pace myself so I could have sustained impact over a long time, empowering my team to do the same.

Here are 3 ways you can start making that shift:

(I’m still working on 3)

1. Go slow to go far
Don’t just sell your vision, enroll your team and bring them along for the ride. 

Start with why.
Delegate with context.
Ensure everyone’s on board. 

You may need to move a bit slower, but it will help you go further.


2. Set a sustainable pace

Enable your team to do their work at a sustainable pace.

They will take cues from you: when you send emails, how you balance your work/life, and how you delegate during PTO.

If you want a peak performing team, make room for rest and recovery.


3. Ask questions instead of giving answers

This is a big shift if you used to thrive as an IC by quickly solving problems autonomously.

As a leader, your role isn’t to give answers.
It’s to help your team figure it out.

Partner to discover solutions instead of giving directives.
Prompt them to think critically and your team will build confidence and have even more impact.


What mindset shift has had the biggest impact on your career?

I've never met a top 1% sales rep who doesn't prospect religiously.

I mean the very best. The ones at the top every quarter.

You're never too senior to build your own pipeline.

Here's why:

1) Ownership and control

Taking charge of prospecting gives you full pipeline control. You can quickly adapt, seize opportunities, and build stronger client relationships.


2) Unpredictable changes

BDRs/SDRs might get promoted or leave, creating pipeline gaps if you rely solely on them.


3) Consistent pipeline

Consistent prospecting ensures a steady flow of deals, reducing the risk of pipeline gaps from market changes or slow inbound leads.


4) Skill development

Regular prospecting hones your skills, keeps you sharp, and aligns you with market dynamics and customer needs.


5) Inbound flow

Inbound leads might go to someone else. Also, outbound deals are typically 4x larger, as you shape requirements rather than just fulfill requirements.


Top performers know prospecting is a mindset.

Stay proactive. Stay at the top.


How do you invest in your pipeline?

Why you're never too senior to build your own pipeline:

Delayed rewards are often the most meaningful ones.

Because the best work pays off on its own timeline, not yours.

A month after running my half marathon, the medal and shirt finally arrived.

A good reminder: important stuff rarely pays off instantly.

Not in sales.
Not in your habits.
Not in anything that matters.

You put in the work now.
You collect the payoff later.

And some fights demand that mindset even more.

Ukraine’s fight isn’t about quick wins.
It’s about staying committed long after the world stops paying attention.

Because the best results rarely come fast.

In business. In life.
And in the fight for freedom.

#SlavaUkraini

Region Uppsala

Upphandlare

Försvarsmakten

Supplier Manager Teknisk bevakning

Gyproc Sverige

Strategisk inköpare

Fazer Amica

Kock

Lejondals slott

Serveringspersonal

Mina studier på Affärshögskolan innebär att vi går ut på arbetsplatser och lär oss yrket praktiskt vid sidan av det teoretiska, Lärande i arbete (LIA). På Gyproc gjorde jag praktik som strategisk/taktisk inköpare med inköpschefen som handledare.

Prestationer under praktiken:
•	Arbetat fram Gyprocs process och rutiner för strategiskt inköp 
•	Tagit fram inköpspolicy 
•	Genomfört utbildningar för berörda medarbetare i de nya rutinerna
•	Taktiskt sourcat leverantörer och varor

Det löpande strategiska och taktiska arbetet har inneburit bland annat att driva egna upphandlingar såväl som förstudier och förhandlingar.

LIA/praktik som strategisk/taktisk inköpare

Norlandia Care

Administrativ köksansvarig på ett äldreboende. Jag var drivande i framtagandet av ett nytt koncept där vårdpersonalen lagar mat på varje avdelning, nära gästerna. Jag ansvarade för att skriva meny, ta fram recept och utbildade personalen i matlagning. Ansvaret för alla inköp inom livsmedelsområdet låg hos mig. Jag skrev även alla rutiner och ett egenkontrollprogram. Jag representerade Norlandia Care i ett inköpssamarbete mellan Norlandia, Strömma, Rezidor och Rica (innan de gick in i Scandic). Förutom detta hade jag budgetansvar och skötte budgetuppföljningar.

Köksansvarig

Håbo kommun

Ica Maxi

Mina styrkor
•	Analytisk och leveransfokuserad
•	Snabblärd och samarbetsdriven
•	Identifierar behov av förtydliganden och rutiner, samt ta fram dessa
•	Erfarenhet av att bygga upp verksamheter från grunden/ta fram nya koncept

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