Truliance Consulting

At Truliance, I lead business development efforts across North America, focused on helping construction and manufacturing companies solve complex growth challenges. I work closely with company leaders to uncover opportunities where Truliance’s strategic expertise can drive measurable impact, from revenue growth and market expansion to leadership development and operational efficiency.

My focus includes:

- Building partnerships with forward-thinking industrial and manufacturing firms
- Developing go-to-market strategies and unlocking hidden revenue potential
- Connecting clients with the right experts from the Truliance team to accelerate results

With a background in sales leadership, commercial strategy, and M&A integration, I bring a strategic yet practical approach to growth, one rooted in experience, not theory.

Director of Business Development

Invoiv

Built a SaaS-based platform allowing SMBs to create, track, and automatically follow up on estimates and invoices, while tracking their incoming bills and expenses to help optimize their business cash flow.

Industry: SMB Invoicing, Payments, Saas, Banking

Founder

BNA Ventures

Supporting companies with revenue strategy, business development, and go-to-market execution. Engagements have included:

Zoom Drain (Scarborough, ME / Fort Myers, FL) | Director of Business Development

• Increased inbound call volume to the Fort Myers franchise by 300% in 90 days.
• Implemented CRM system to track leads, jobs, and customer interactions.
• Built outreach sequences targeting plumbers, HOAs, restaurants, and property management firms.

Monite (Berlin, Germany) | Contract Head of Sales

• Helped position the embedded finance startup for North American expansion.
• Built sales processes and messaging for CFO-suite buyers.
• Established early partner pipeline with accounting platforms and fintechs.
• Instituted a new pricing model, refined the sales stage process, and streamlined deal desk approval.
• Created a pipeline of 30+ banks, credit unions, fintechs, and vertical SaaS app providers worth over $1.65M in less than five months.

SBD Technologies (Maine, USA) | Contract CRO

• Built a robust prospect and partner pipeline of over 1,500 contacts from scratch through LinkedIn and membership community outreach, securing new customers, and signing strategic partnerships.
• Prospected angel investors, EPs, and VCs, as well as writing grant responses to assist with fundraising efforts.
• Crafted a comprehensive marketing strategy to amplify brand reach and impact in the EV fleet management landscape.
• Created and optimized sales process, ICP, and CRM implementation, driving revenue growth for SBD Technologies.

Director of Business Development/Head of Sales/CRO

Justt

Recruited by a former WEX colleague to overhaul the sales team, correct forecasting errors, quadruple the sales pipeline, and fix a high-cost commission plan to double sales for this Series B-fund fintech startup quickly.

Grew start-up team of 3 sales professionals to 15 global sales professionals by recruiting "A-players" from the fintech and payment industries.

Led from the front, involved in all aspects of new business development, solution sales, pipeline development, account acquisition, and client relationship building.

Increased CARR by 300%+, ARR by 600%+, and sales funnel of engaged prospects by 500% in the first year, while growing company revenue from $2.3M to $9M. 

Created onboarding platform from scratch with new playbooks and more accurate forecasting, expanding global team by 400%.

Industry: SaaS, Fintech, Payments

Global Vice President – Sales

STARC Systems Inc.

Selected by the board of directors and CEO (after introduction through retained executive search) to turn around a low-performing sales unit, provide more accurate forecasts to help with raw material costs and onboard new talent.

Hired top-of-funnel SDR team, added new sales territories, and separated sales and account management functions to lower “cost to acquire” and position the company for new revenue and profit growth.

Grew YOY sales by 33% in 2020 over 2019 and helped business earn new record for retained cash by year-end 2020 with new pipeline management process to enhance forecasting and pipeline accuracy.

Redesigned sales territories and rewrote job descriptions and comp plans for all sales roles; also created three new sales positions to penetrate existing customer base more with better prospect qualification.

Industry: Construction, Manufacturing, Healthcare

Senior Vice President – Sales 

Asked by company leadership to take on management and rebuilding of 12 person sales and account management teams in WEX corporate payments (AP/AR/Payables/Virtual Card) line of business.

Established new structure to enable forecastable revenue, standardized implementations, and stabilized customer revenue for the Corporate Payments unit.

Effort reduced our cost-to-acquire by 50% YoY, expanded our prospect pipeline by 65%, and increase sales results 87% YoY through better sales/marketing outreach cadences, improved targeted messaging, standardized approach to pipeline management, and restructuring of territories.

Was instrumental in instituting new global sales/forecasting process to improve overall customer experience, while streamlining new customer onboarding across the global team.

Senior Vice President – Sales | Customer Expansion (Corporate Payments)

Personally selected by WEX CEO to be the point person to guide the $1.6B acquisition of EFS (Electronic Funds Source) through FTC review and subsequent second request, testifying on behalf of WEX at the FTC offices in Washington, DC.

Built business plans and revenue models for the two possible scenarios: 1) acquisition is approved (integrations) or 2) acquisition is blocked (resulting in the need for the business to invest in the OTR product to get it on par with our competition).

Upon receiving FTC approval, led a four-person team, running seven strategic work streams through newly created Integration Management Office.

Exceeded $25M synergy and integration target by 18% in under 18 months vs. planned 36 months.

Created a comprehensive blueprint for future integration with standardized work stream project plans, financial reporting, and board update templates – still in use today.

Senior Vice President – Corporate Development (M&A)

Led sales teams of over 150 sales associates and managers for the $650M line of business in North America, encompassing multiple go-to-market channels, brands, and sectors.

Drove 15-18% YoY growth for a line of business that had seen stagnant 3-5% growth for the prior decade.

Succeeded in lowering “cost to acquire” metric by 35% through standardized pipeline management.

Introduced new predictive sales model that empowered managers to individually coach representatives based on their individual performance in prospecting activity, sales meetings booked, new accounts closed, and revenue target achievement. This reduced sales rep turnover by 48%.

Senior Vice President – Customer Acquisition (North America Fleet)

Led and grew a $300M line of business, comprised of 300 employees in field sales, inside sales, channel development, and partner relationships for the company’s “Over the Road” fuel card program. Increased customer acquisition by 38% YOY and size of average account revenue by 42% YOY; also revised go-to-market efforts to transition upmarket, reducing the cost to serve by 40%.

Senior Vice President, General Manager of Partner and OTR

Managed the mid- to large-market line of business, representing $65M in annual revenue with 60 staff involved in all aspects of sales, marketing, account management, customer service, budgeting, and go-to-market strategy. Successfully exceeded sales targets by 22% in year one in this role.

Vice President of Sales and Marketing (Fleetone)

EARLIER EXPERIENCE: 

Vice President of Sales (WEX Fleet)
Director of Sales (Eastern U.S.)
Division Sales Manager (Central Division)
National Account Manager
Senior District Sales Manager (New England)
District Sales Manager (New England)

Led Eastern Division (12 regional sales managers) to 157% of annual sales target.

Recipient of the elite “President’s Club” in 2006 and ranked as “National Account Manager of the Year” in 2005 for outstanding revenue performance, regional growth, and team leadership.

As NAM, achieved 100% retention for 42 “blue chip” accounts while expanding portfolio revenue by 142% in very challenging markets.

Accountable for 20% higher sales quotas as DSM than peer group and elevated to Coach and Mentor status to develop other managers and staff in the sales division.

Various

Enterprise

ACCOUNT EXECUTIVE
LOCAL CORPORATE ACCOUNT MANAGER (LCAM)
ASSISTANT MANAGER
MANAGEMENT TRAINEE

Recruited by top management as one of the first two LCAMs in company history to identify new market opportunities for “in town” corporate rentals for business travel vs. airport rentals, yielding three new downtown branches. Acquired expertise in branch management, major account deals, staff development, multisite operations, market entry, and overall new business growth.

I am a dynamic Executive Sales Leader who drives top and bottom-line growth through innovative strategies that optimize sales teams, processes, and systems while leading from the front.

Throughout my career, I’ve been sought out and recruited to roles based on my success as a committed leader and coach capable of fostering a culture of excellence, helping individuals reach their full potential while contributing to the organization’s growth and success.

I’m passionate about delivering results, building high-performing sales organizations that consistently exceed aggressive targets, and leveraging critical data and CRM tools to enhance sales effectiveness. 

I have extensive experience launching new solutions and expanding market share in the fintech and payment sectors. 

I’m respected for thriving in turning around underperforming accounts and sales teams to achieve sustainable success. 

Specialties include:

Sales | Business Development | Go-To-Market | Consultative Selling | Partner and Channel Development | Pipeline Development | Relationship Building | Go-To-Market Strategies | Data Analytics | Startup Operations | Strategic Alliances | Mentoring | Coaching | Sales Funnel Analytics | Continuous Process Improvement

Bill Cooper

Territory management isn’t just about drawing lines on a map. It’s about using time and resources wisely.

When reps chase opportunities scattered across too wide an area, travel costs go up, time with customers goes down, and deals take longer to close. A well-structured territory plan fixes that.

Good territory management keeps reps close to their prospects and customers. It clusters accounts in a way that builds relationships faster and reduces the waste that comes from chasing too many directions at once.

It also brings accountability. When a rep truly owns a territory, they know the players, the competitors, and the opportunities inside it. That ownership drives better results with less effort.

The outcome is simple. Lower costs. Stronger coverage. Better sales performance.

#TerritoryManagement #SalesLeadership #SalesStrategy #RevenueGrowth #CommercialExcellence

Retention is the clearest reflection of how well a commercial team delivers on its promises.

Every company tracks revenue and new business wins, but too few set real benchmarks for keeping customers. When you don’t measure retention, you can’t manage it.

Benchmarks bring clarity. They define what good looks like, reveal where customers may be at risk, and force teams to think beyond the initial sale. A strong retention goal isn’t just about preventing churn. It’s about deepening relationships, expanding within accounts, and earning the right to renew year after year.

When leaders make retention a visible metric, behavior changes. Account managers stay closer to clients. Sales teams qualify with more care. Service teams feel part of the revenue story.

Growth that comes from both winning new business and keeping existing customers is the most stable kind there is.

#CustomerRetention #SalesLeadership #RevenueOperations #ClientSuccess #CommercialStrategy

Building a pipeline in a new market starts with accepting that you are starting at zero. No brand recognition, no warm introductions, no shortcuts. Just disciplined activity and a clear plan.

The first wins usually come from conversations, not campaigns. You learn who the real buyers are, what matters in that market, and which problems line up with the strengths of your offering. Those early insights shape everything that follows.

Momentum builds when you focus on quality over volume. A handful of well-qualified prospects teaches you more than a spreadsheet full of names that will never convert. As you refine your message and understand the market’s rhythm, each outreach becomes more targeted and each conversation becomes more productive.

Pipeline creation in new markets is not about brute force. It is about learning fast, adjusting quickly, and staying consistent long enough for the market to take you seriously. When you do that, the early trickle of opportunities turns into something you can scale.

#BusinessDevelopment #MarketExpansion #SalesLeadership #PipelineGeneration #RevenueGrowth

The handoff from sales to account management is one of the most important moments in the customer journey. It sets the tone for everything that comes next.

If the transition is rushed or unclear, customers feel it. They start to question who owns what, who to go to for support, and whether the company is as aligned internally as it sounds externally. That uncertainty can undo a lot of the trust the sales process worked hard to build.

A strong transition is intentional. Sales frames the relationship, the goals, and the expectations. Account management steps in with clarity, introduces their plan, and shows the customer they are not starting over; they are building on momentum.

When both teams stay connected after the handoff, the customer sees continuity instead of a gap. They feel supported, understood, and confident in the partnership moving forward.

Great customer experiences are built in moments like this.

#CustomerSuccess #SalesLeadership #AccountManagement #CustomerExperience #RevenueOperations

Accountability is what turns a group of salespeople into a team.

It starts with clarity.

Everyone needs to know what’s expected, how success is measured, and where they stand. But accountability isn’t just about metrics. It’s about mindset.

The best sales cultures make accountability a shared value, not a top-down demand. Reps take ownership because they see their leaders doing the same. They know results matter, but so does how those results are achieved.

When people trust that goals are fair, feedback is consistent, and leadership has their back, accountability becomes empowering. It builds confidence, not fear.

In a culture like that, people push themselves and each other to perform at a higher level. Not because they have to, but because they want to.

#SalesLeadership #Accountability #TeamCulture #LeadershipDevelopment #SalesPerformance

Scaling a sales organization requires more than hiring quickly. It requires hiring intentionally.

The pressure to grow can lead companies to prioritize headcount over fit, assuming more people will automatically mean more revenue. But when hiring outpaces training, the result is churn, inconsistency, and lost momentum.

Growth-ready organizations focus first on the profile of success. They know which traits drive performance in their market, their model, and their culture. They build structured onboarding programs that ramp new hires quickly without overwhelming them. And they train continuously, not just at the start.

The best companies view sales enablement as an investment, not a cost. They create environments where learning never stops, where coaching is part of the rhythm, and where performance is measured not just by numbers, but by progress.

When hiring and training work in sync, growth becomes sustainable. The team doesn’t just expand. It strengthens.

#SalesLeadership #TalentDevelopment #SalesEnablement #HiringStrategy #RevenueGrowth

JSESSIONID

li_at

Talks about #sales, #fintech, #chargebacks, #insidesales, and #salesdevelopmentrepresentative

Kooner Fleet Management Solutions is hiring a mobile diesel technician in Atlanta, GA!

#hiring #mechanic #dieseltechnician #fleetjob #nowhiring

Kooner Fleet Management Solutions

I recently had the chance to talk with Fleet Management Weekly about the work we are doing at Kooner Fleet Management Solutions and how we partner with fleets to keep their vehicles on the road and their operations moving forward.

We walk through why on-site and mobile maintenance matters, how fleets can reduce downtime with the right partner, and what it means to deliver maintenance the right way every time.

If you have a moment, check out the interview below.

https://lnkd.in/ggSPZmFN

#FleetManagementWeekly #fleetmanagement #onsitemobilemaintenance #fleetvehicles #fleetoperations #fleetmaintenance #transportationindustry

https://lnkd.in/ggSPZmFN
Bill Cooper at Kooner Fleet Management Solutions:
Kooner Fleet Management Solutions partners with fleets to provide a single source for on-site and mobile maintenance that’s done the right way to ensure vehicle uptime.
#FleetManagementWeekly #fleetmanagement #onsitemobilemaintenance #fleetvehicles
Janice Sutton

Open article: Finding the Right Partner for Onsite & Mobile Maintenance by fleetmanagementweekly.com

Finding the Right Partner for Onsite & Mobile Maintenance

A "can-do" culture is not about blind optimism. It is about creating an environment where people believe progress is always possible.

In revenue organizations, that mindset matters. Targets rise, markets shift, and challenges show up without warning. Teams that succeed are the ones that approach those challenges with confidence instead of hesitation.

Fostering this type of culture starts with leadership. People watch how you respond when things get tough. If you stay steady, look for solutions, and keep the team focused on what they can control, they will follow that example.

It also comes from celebrating effort and resilience, not just results. When people feel supported while they push through setbacks, they develop the belief that they can figure things out. That belief becomes contagious.

A can-do culture does not eliminate obstacles. It gives teams the power to overcome them.

#SalesLeadership #TeamCulture #RevenueOrganization #HighPerformance #LeadershipDevelopment

Predictability in business development doesn’t happen by accident. It’s built through consistency.

Every team wants steady pipeline growth, but most rely too heavily on individual effort. Someone has a great month, another hits a dry spell, and leadership is left guessing what next quarter will look like. That’s not a framework. That’s luck.

A predictable business development system starts with clear activity standards, solid messaging, and a follow-up rhythm everyone can stick to. It’s about defining the process so that great results don’t depend on one or two people crushing it.

When the team knows exactly how to fill the funnel, nurture prospects, and convert opportunities, the business becomes easier to forecast, easier to manage, and easier to scale.

Consistency may not be flashy, but it’s what turns potential into performance.

#BusinessDevelopment #SalesLeadership #PipelineManagement #SalesProcess #RevenueGrowth

Mixed fleets bring a unique set of challenges. Different makes, models, asset types, duty cycles, and usage patterns can create blind spots that make it harder for teams to stay ahead of maintenance needs. What we are seeing now is a turning point. On-board technology and telematics are finally giving fleet leaders the visibility they have needed for years.

This is where platforms like Kooner Fleet Management Solutions' FleetIQ are proving their value. Real time health tracking, route-aware scheduling, and predictive diagnostics give teams the information needed to prevent costly downtime and protect every asset in the fleet.

When managers can see what is happening across their trucks, vans, and pickups in one place, they can move from guessing to knowing.

The fleets that embrace this shift will have a competitive advantage for years to come. The ones that wait will continue to fight the same fires that smart data can now prevent.

Proud to be part of the team bringing intelligence to mixed fleet maintenance.

#FleetManagement #Telematics #MixedFleet #VehicleMaintenance #KoonerFMS #FleetTech #LogisticsSolutions #TelematicsTechnology #VehicleHealthTracking #FleetMaintenance #SmartFleet #PredictiveMaintenance #FleetOptimization #LogisticsTech

View company: Kooner Fleet Management Solutions

🚛 🚙 🛻 Managing a mixed fleet? Telematics and other on-board technologies are changing the game for fleet maintenance.

From real-time engine diagnostics to GPS-based service scheduling, smart tech (like FleetIQ™!) gives fleet managers the tools to reduce downtime, catch issues early, and extend asset life across heavy-duty trucks, cargo vans, and pickups.

🔧 Real-time vehicle health tracking
📍 Route-based maintenance scheduling
📊 Predictive diagnostics & fault code monitoring
🧠 Smarter decisions with driver behavior data

💡 Read how these tools can transform your maintenance strategy here: https://lnkd.in/gduURaSq
 
#FleetManagement #Telematics #MixedFleet #VehicleMaintenance #KoonerFMS #B2B #FleetTech #LogisticsSolutions #TelematicsTechnology #MixedFleetSolutions #VehicleHealthTracking #FleetMaintenance #LogisticsTech #SmartFleet #PredictiveMaintenance #FleetOptimization #B2BLogistics

Open article: How On-Board Technologies Are Transforming Mixed Fleet Maintenance by koonerfms.com

How On-Board Technologies Are Transforming Mixed Fleet Maintenance

When the industry starts paying attention, it usually means one thing. Real change is happening.

Seeing Kooner Fleet Management Solutions’s FleetIQ highlighted across so many respected publications is not a surprise to anyone who has watched fleets struggle with outdated maintenance models. The shift from reactive work to predictive intelligence has been talked about for years, but very few platforms have delivered a practical path forward.

What excites me most is not the coverage. It is the early results our customers are already seeing. Faster response times, fewer unnecessary work orders, and a measurable reduction in downtime are the outcomes every fleet leader wants, and they are happening because FleetIQ gives teams clarity, alignment, and real time decision support.

This is the type of innovation that actually moves the industry. Proud of our team and proud of the partners who are leaning in and proving what is possible.

The future of connected maintenance is here. The data is confirming it and the market is responding.

#FleetIQ #FleetManagement #FleetTech #MaintenanceIntelligence #FleetEfficiency #PredictiveMaintenance #ConnectedFleet #TransportationTech #SmartFleet #MaintenanceSolutions #LogisticsInnovation #KoonerFMS

The industry is buzzing and FleetIQ™ is leading the conversation. 🐝

From Fleet Maintenance magazine to Fleet Equipment Magazine, FleetOwner, CCJ — Commercial Carrier Journal, Work Truck, Supply & Demand Chain Executive, ForConstructionPros, Heavy Duty Trucking, Government Fleet and more, top publications across transportation and logistics are talking about how FleetIQ is redefining maintenance intelligence.

Why? Because early adopters are already seeing:

✅ 40% faster response times
✅ 30% less vehicle downtime
✅ 25% fewer unnecessary work orders

FleetIQ is helping fleets shift from reactive to proactive with predictive maintenance, intelligent dispatching, and real-time communication, all in one platform.

As our COO Michael Quimby puts it: “FleetIQ helps fleets make smarter, faster decisions while keeping teams aligned.”

The future of connected maintenance is here and the industry has taken notice!

#FleetIQ #FleetManagement #FleetTech #PredictiveMaintenance #TransportationTech #SmartFleet #LogisticsInnovation #MaintenanceTech #TransportationIndustry #KoonerFMS #FleetTechnology #TransportationInnovation #SmartFleetSolutions #LogisticsTech #MaintenanceSolutions #ConnectedFleet #FleetEfficiency #MaintenanceIntelligence

Faster conversion rarely comes from working harder. It comes from removing the friction that slows deals down.

Refining a sales process starts with understanding where prospects hesitate. Long response times, unclear next steps, inconsistent messaging, or internal bottlenecks can all add days or weeks to a sales cycle. When teams take the time to study those moments, patterns appear quickly.

The real progress comes from tightening the handoffs, clarifying the milestones, and aligning the team on how each stage should look and feel. Small adjustments like standardizing discovery questions, simplifying proposals, or speeding up approvals can change the entire rhythm of the funnel.

When a process is clear, reps move with more confidence, prospects feel greater momentum, and conversion speeds up naturally. Structure is not the enemy of agility. It is what makes agility possible.

#SalesProcess #SalesLeadership #RevenueOperations #ConversionRateOptimization #CommercialExcellence

Pricing models shape how customers buy and how teams sell. When they’re unclear, everything slows down.

Reps hesitate to quote. Managers get pulled into endless approval loops. Customers lose confidence.

Revenue stalls not because of the market, but because of internal confusion.

Clear contract pricing changes that. It gives salespeople confidence in their proposals and customers confidence in the value they’re getting. It also creates consistency in margins and forecasting, which leadership depends on to make smart decisions.

The key is balance. Pricing needs enough flexibility to fit different deal sizes and situations, but enough structure to keep everyone aligned. When that balance is right, deals close faster, renewals come easier, and your revenue becomes more predictable.

Clarity isn’t just good for operations. It’s good for growth.

#SalesLeadership #PricingStrategy #RevenueOperations #ContractManagement #BusinessGrowth

Say it louder for the people in the back!

The pipeline is the responsibility of sales AND marketing.

When I first started as an sales rep at one company, Joseph Murtha told me his secret:

“Fulfill your quota with your efforts. Then what marketing delivers to you is bonus.”

He went on to win President’s Club and got to take his whole family to Ireland for a two week tour of ancestral towns.

Joe’s recipe will never do you wrong.

Thanks for the reminder, Meguire!

And thanks for the timeless advice, Joseph (aka: Joe)!

Marketing strategies that stick. Growth that scales.

“We need more leads from marketing.” 

“Cool. Say more.” 

“Pipeline isn’t where it needs to be.” 

“I saw that, too. How many outbound calls so far this month?” 

🦗🦗🦗

Every marketer at every startup. 👇

I get it. You only want to call warm leads. I’d love to only market to people who are ready to buy. But that’s not the job. And if we share a pipeline problem, chances are we’ve got 1/ a fuzzy brand message, 2/ an inadequate sales methodology, or 3/ misaligned goals (or likely, a combo of these three). 

The pointing fingers approach is a gag. I’m so bored of it. Sales and marketing is the same team.

Author | Coach | Talent Leader | Inquisitive Human

I help leaders build high performing teams where everyone belongs.

For over 20 years, I have delivered and led talent development in organizations as large as HSBC and Oracle, and have had the most fun winning awards for the teams and programs I built at smaller high-growth companies.

Justin Reinert, MA, CPTD, SPHR

Of the companies on the 2025 Fortune 100 Best Companies to Work For, 97 support remote or hybrid work. And here's the interesting part: productivity is nearly 42% higher at these companies compared to a typical U.S. workplace.

But there's a paradox buried in the data that's worth exploring.

Gallup found that fully remote workers report the highest engagement at 31%, compared to hybrid workers at 23% and on site workers at 19%. That sounds great, right? Remote work wins.

Except there's another finding. Only 28% of fully remote employees feel strongly connected to their company's mission. That means seven out of ten remote workers are engaged in their day to day work but don't feel connected to the bigger purpose of what they're building.

That disconnect should concern every leader who thinks culture matters.

Here's what I believe is happening. Remote work gives people autonomy, flexibility, and the ability to work when they're most effective. Those are all drivers of engagement. But remote work also makes it harder to feel part of something larger than yourself. The spontaneous hallway conversations, the shared meals, the energy of being in a room together working toward something, those things matter for connection.

And connection to mission drives retention and discretionary effort over the long term.

So what do leaders do with this? You can't force people back to the office and expect engagement to improve. Remote and hybrid roles attract 60% of all job applications but represent only 20% of job postings. People want flexibility. Taking it away will cost you talent.

The answer isn't choosing between remote work and connection. It's being intentional about building both.

Here's what that looks like in practice:

Create rituals that reinforce purpose. Regular all hands meetings where you tell stories about customer impact. Team celebrations when you hit milestones. Making the mission tangible and visible.

Invest in face to face time strategically. You don't need people in the office five days a week. But quarterly off-sites, team building events, or project kickoffs in person can create connection that sustains through months of remote work.

Train managers to bridge the gap. Managers are the link between individual contributors and the broader organization. They need to be skilled at helping people see how their daily work connects to company goals.

Design work that requires collaboration. When possible, structure projects so people need to work together, not just independently. Collaboration builds relationships. Relationships build connection.

Measure what matters. Track engagement AND connection to mission. If one is high and the other is low, you have a problem to solve.

The future of work isn't fully remote or fully in person. It's hybrid, flexible, and intentionally designed to balance autonomy with belonging.

Helping Growing Companies Scale Through Leadership That Performs

26% of first time managers feel they weren't ready to lead others when they were promoted.

20% are doing a poor job according to their direct reports.

60% never received training during their transition.

Those numbers should alarm every leader reading this.

Here's what's happening in organizations everywhere. Someone excels as an individual contributor. They hit their targets. They demonstrate technical expertise. So you promote them to manager.

And then you leave them to figure it out on their own.

The result is predictable. They struggle with delegation because they're used to doing everything themselves. They micromanage because they don't trust that others can do the work as well. They avoid difficult conversations because no one taught them how to give constructive feedback. They feel overwhelmed trying to balance their own work with leading others.

Meanwhile, their team suffers. Morale drops. Performance stagnates. Turnover increases.

And the organization wonders why their management layer is weak.

The transition from individual contributor to manager is one of the most difficult career shifts anyone makes. It requires fundamentally different skills. You move from executing work to enabling others to execute. From being responsible for your own results to being accountable for team outcomes. From technical expertise to people leadership.

None of that happens naturally. It requires intentional development.

Here's what first time managers actually need:

Training before they take the role. Don't wait until they're drowning. Prepare them for what's coming. Teach them the fundamentals of delegation, feedback, one on ones, and performance management.

Ongoing coaching during the transition. The first 90 days in a new management role are critical. Regular coaching sessions help new managers work through real challenges as they arise rather than making costly mistakes.

A clear framework for success. What does good management look like in your organization? New managers need explicit expectations and models to follow, not vague guidance to "just figure it out."

Peer support. Connect first time managers with each other. They're all experiencing similar challenges. Learning from peers accelerates development and reduces the isolation many new managers feel.

Permission to be imperfect. New managers often feel enormous pressure to have all the answers immediately. Create a culture where it's okay to ask for help, admit uncertainty, and learn from mistakes.

The research backs this up. Organizations that invest in first time manager development see stronger team performance, higher retention, and better succession pipelines.

If you want strong managers, you need to build them. Promotion alone doesn't create leadership capability.

What support did you wish you had received as a first time manager?

Half of new employees who leave do so within their first 90 days.

Not six months. Not a year. 90 days.

And here's the sobering part: for 29% of HR leaders, high attrition during onboarding is their top challenge.

Think about what that means. You spend weeks recruiting. You invest time interviewing. You finally make the hire. And then you lose them before they've even truly started contributing.

The math is brutal. Organizations with structured onboarding see 82% higher retention and 70% greater productivity among new hires. That's not a marginal improvement. That's transformational.

So why do so many companies still treat onboarding as an afterthought?

Most organizations provide only general guidelines for a 30, 60, 90 day plan, leaving execution to the discretion of individual managers. And nearly one in three HR leaders have seen a hiring manager fail to provide any guidance or training at all to a new hire.

That's not an onboarding problem. That's a leadership gap.

Here's what effective onboarding actually requires:

Start before day one. 84% of new hires say that pre and post day one communications help them build relationships at work. Send welcome emails. Introduce them to the team virtually. Make them feel expected and wanted.

Provide structure. Employees who experience great onboarding are 69% more likely to stay with a company for three years. Structure shows you're serious about their success.

Assign a buddy. 97% of new hires become more productive if they meet with a buddy eight or more times during the first 90 days. Peer support accelerates integration dramatically.

Make it hybrid. 75% of employees say hybrid onboarding leads to the highest satisfaction. Combine in person connection with digital flexibility.

Extend it beyond week one. Only 29% of companies provide a structured 90 day onboarding program. But productivity increases 25% each month for the first few months. Early investment pays off.

The first 90 days set the trajectory for an employee's entire tenure. Invest there, or prepare to keep rehiring.

How long does your onboarding program last?

If you're a new manager, here's the most important question you can ask your team:

"What do I need to stop doing, start doing, or keep doing to support you better?"

Then listen. Really listen.

And follow through on what you hear.

That's how trust gets built.

60% of first time managers say they never received any training when they transitioned into leadership.

And then we wonder why 50% of managers are rated as ineffective.

The pattern is predictable. You promote your top performer. You give them a new title. You expect them to figure it out.

They don't.

Not because they're not capable. Because management is a completely different skill set than individual contribution.

If you're not investing in developing your new managers, you're setting them up to fail. And when they fail, their entire team pays the price.

What training did you receive when you became a manager for the first time?

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Justin Reinert, MA, CPTD, SPHR

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The Battle

Bill Cooper

Justin Reinert, MA, CPTD, SPHR

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