Inside Sales Expert

Taking new clients only on a referral basis.

Helping leaders at early stage tech companies avoid mistakes in all aspects of growing their sales team in the US.

CRO and Founder

SmartBound

Sales development is changing rapidly with the advent of artificial intelligence.

For most CROs and sales leaders, asking "How can I use AI to power my pipeline generation team" leaves more questions than answers.

The team at SmartBound have an answer.

SmartBound combine two powerful things that make pipeline generation easier and more consistent: AI tooling and a conversation-first methodology.

I'm excited to join them as a Strategic Advisor as they grow their business.

Strategic Advisor

It Happened on the Sales Floor-100 Sensational Stories About Sales Leadership Screw-Ups and Big-Wins

📢 Exciting News! 🎉 My audiobook "It Happened on the Sales Floor: 100 Sensational Stories About Sales Leadership Screw-Ups and Big Wins" is now available on Audible! 🎧📚

In this audiobook, I share 28 years of sales and sales leadership experience at tech startups. Learn from mentors, my countless mistakes, and the resilience that led to success in building sales teams. Topics covered include hiring, training, coaching, firing, sales processes, leadership challenges, and more.

This audiobook is an easy-to-read companion, not a heavy instruction manual. Pick it up with your morning coffee, read a couple of stories, and gain valuable takeaways for the day. I wish I had this book 20 years ago to avoid mistakes and achieve success quicker.

Get your copy on Audible and learn from my sales leadership mistakes: https://www.audible.com/pd/B0C6FRZ1MC/?source_code=AUDFPWS0223189MWT-BK-ACX0-353065&ref=acx_bty_BK_ACX0_353065_rh_us 🎧📖

#SalesLeadership #AudiobookRelease #SuccessStories

Author

IVP Paragons are hand-selected operating executives with unique skills and a willingness to advise IVP portfolio companies become enduring market leaders. Paragons are experts at their craft, have a desire to give back, and actively want to participate in the start-up community (anywhere from Series B to newly
public companies).

(Full Disclosure:  I do not work FOR IVP.  This is an advisory role for their portfolio companies)

Paragon Advisor

Trellis Research

Advisor

Schmoop, LLC

Managing Member

Wonderway

Boldr

SEON Fraud Fighters

Hirect App

Helping leaders at early stage tech companies avoid mistakes in all aspects of growing their sales team | Advisor

Kevin has made 1000s of mistakes but that has made him successful. After building, fixing and growing sales teams at 8 startups and 3 liquidity events, he loves sharing these mistakes and learning lessons from over 25 years at pre-IPO tech companies so that you can avoid these mistakes and see faster success.

With KG, you get experience, not inexperienced opinions.

✅ 3 startups I’ve been with have had liquidity events (none fire sales)

✅ Helped build 3 businesses into Inc 500/Deloitte Fast 500 companies (that means fast revenue growth)

✅ Built sales teams at 8 Startups since 1997

✅ Built teams of 30 salespeople - 550 salespeople with GREAT gross margins

✅ Built multiple Inside Sales, SDR/BDR, Account Management and Enterprise Sales teams.

✅ Been in Sales Leadership since 1997

✅ Started 3 of my own businesses (Recruiting, Advising, Real Estate)

✅ Named to the AA-ISP Top 25 Most Influential Inside Sales Professionals 6 years in a row

✅ Made lots and lots of mistakes

Check out the recommendations section below to read what other people have said about me. 👇

This is what a real backdoor reference check looks like between sales leaders. Two lessons to take away from this:

✅ Sales Leaders: The world is a small place. When you're making your hires, especially the ones you consider to be really important, take the time to tap your network and do a little extra research on your candidate during the interview process. You'll be glad you took a little extra time to do this.

Salespeople: The world is a small place.

😡 Don't lie about your accomplishments.
😡 Don't disrespectfully leave a company.
😡 Don't rage quit. 

You're not thinking about it at the time but your actions have consequences. You might fool a few employers but it will catch up with you eventually.

Kevin Gaither

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Talks about #sales, #startup, #leadership, #insidesales, and #peoplehelpingpeople

CEO @ InsideSalesExpert.com Helping sales leaders avoid galactically ridiculous mistakes in all areas of building, fixing & growing their sales teams

Poor salespeople who have worked for me 
vs 
Great salespeople who have work for me. 
 
 
👎 Poor salespeople create Funnels with their Pipeline. Funnels whittle down to the smaller numbers. Put a bunch of crap in the top, some will come out the bottom. 
 
✅ Excellent salespeople only put qualified deals into their pipeline that have a high probability of closing. They create Cylinders of Pipeline. Most of what they put in the top comes out the bottom. 
 
👉 In my experience, excellent salespeople create Cylinders and not Funnels of Pipeline. 
 
Teach your salespeople to qualify their prospects really hard and only put the quality prospects into the top of the pipeline.

I received a job offer including a savage non-compete agreement. So I had a lawyer review it and she said: 
 
🦈 "This non-compete has more teeth in it than Jaws. If you really NEED a job, go ahead and sign it. If you don't need a job, don't sign it." (wait there's more) 👇 
 
But when I told the CEO why I was declining his offer, he said: 
 
"This is standard language. You know it's not enforceable." 
 
🤔 When I asked him to remove it, he refused. 
 
So I declined and referred another friend who DID NEED a job and he got the job, signing the non-compete. 
 
🚫 And years later, when he left the company, they sued him. 
 
He spent $60,000 to defend himself and then the company dropped the suit knowing the non-compete was not enforceable. 
 
💩 They sued him just to mess with him AND to send a clear message to their current employees. 
 
This was 2008 and the FTC just banned non-competes in April 2024. 
 
How many other employees have been screwed by these vicious, legal instruments since then? 
 
Have you been screwed over or limited by a non-compete?

I had to pull signed offer letters during COVID. Personally.

Some of the hardest calls of my career. It friggin' sucked...for all involved.

Salespeople had quit jobs. Celebrated on LinkedIn. Made plans.

And I had to call them and say, “I’m sorry...we can’t move forward.”

That experience changed how I advise every candidate and mentee I talk to:

✅ Don’t stop interviewing until your first paycheck clears.

I don’t care how excited you are.
I don’t care how “locked in” the offer feels.
I don’t care what the hiring manager promised you.

Until you’re in the seat and getting paid nothing’s final.

As Ryan Walsh says, “The time to pull out of other interviews is AFTER your start date, not before.”

Smart advice.

We want to believe companies will do the right thing. That they’ll honor their word. That it’s all going to work out.

But I’ve seen the other side. I've been the one that had to let a dozen reps down that committed to work for ME.

There is no corporate loyalty anymore. If there ever was.

Unfortunately, that’s just the way business is now.

So hedge your bets.
Take every interview.
Keep options open.
Be polite, but be strategic.

You're not being disloyal. You're being super smart.

Because when push comes to shove, the company will protect itself.

You should too.

RFPs suck. 
 
Don't let your salespeople get enamored with completing one of these pieces of garbage. 
 
Waste of resources for your entire company. 
 
And the process is usually rigged anyway....against you and FOR the preferred supplier. 
 
Prove me wrong.

‪You're not a real sales leader if you brag about cutting, firing or laying people off. You're a psychopath.‬ 
 
‪No empathetic sales leader likes terminations‬ or layoffs. 
 
In fact, because it's so awful for the salespeople who get fired, nobody ever writes about how much it sucks for the sales leader who has to do the firing. 
 
Even with reps who should be let go, most empathetic sales leaders still go through this: 
 
🤢 lack of sleep the night before the firing 
 
🤢 second-guessing themselves if it's not performance-related 
 
🤢 anxiety leading up to the termination meeting 
 
🤢 sweaty palms, racing heart and shaky hands during the termination conversation 
 
🤢 grilling by HR to make sure we're taking the right course of action 
 
🤢 layoff survivor guilt especially when the sales leader lays off reps and gets to stay. 
 
I've been laid off and fired 3 times in my life and I've had to execute more termination and layoffs than I'd like to admit. 
 
It sucks. It sucks for both sides. 
 
Just nobody ever writes about the toll it takes on sales leaders when they have to do the terminations.

When a CEO or your boss forwards you a cold email from a job seeker, you don’t sit on it.

You move...fast.

That happened to me several times at my last job where we were hiring lots and lots of salespeople at a time.

Out of the blue, our CEO sends me a note: "Might want to have a look at this person, they’re looking for a sales job."

Was it a warm intro? No.
Was it a VIP referral? Nope. Not that I could tell
Just a cold email from a candidate who was thoughtful, hungry, and bold enough to reach out.

So did I blow it off?

God no.

I scheduled time with them immediately and reported back to the CEO that I had done so.

Why?

BECAUSE MY BOSS BASICALLY TOLD ME TO FOLLOW UP WITH THIS ONE.

And I love this job search strategy that most people are just to afraid to use...even salespeople. LOL

This person didn’t wait for a job to open.
They didn’t spam a resume.
They didn’t beg for a shot.

They wrote a smart, targeted message.
They were direct. Clear. Professional.
And they started at the top...the CEO.

That’s how sales works.

And that’s exactly the kind of rep I want on my team.

Heck, even if it wasn't a salesperson, that's the kind of person I'd want on the team anyway.

I’ll take that kind of initiative over an "experienced candidate" profile any day.

Too many job seekers think the game is “apply and pray.”

It’s not any more.

It's too competitive to just sit on your butt and hope.

Be so proactive that your name ends up in front of someone who can say,

"You might want to talk to this person."

That’s how you stand out.

That’s how you get hired.

And that’s how you sell yourself before you’ve even had the interview.

I once quit a sales leadership job after just 2.5 months.
Actually, that's a lie.

I did it 𝙩𝙬𝙞𝙘𝙚.

In one case, I gave a few hours’ notice. Not two weeks. Not even two days.

In the other, I gave three days. That’s it.

The inexperienced people would say that’s reckless.

Knowing what I know now, I’d say these were some of the smartest decisions I could’ve made for myself, my family and my future sales teams.

Why drag out the pain?
Why spend weeks pretending like things are fine when I knew this wasn't the place for me?

I didn’t owe them two more weeks of stress and sweaty, sleepless nights.

What I owed was honesty and health with myself.

But here’s what’s wild: 

NEITHER of those decisions damaged my career.

Neither one. Zero permanent impact.

If anything, it allowed me to realize that I could make a bold decision for MY health like this and still be okay moving forward....heck, and even thrive!

But I know what you're afraid of:

"How will I explain this short tenure and not giving two weeks notice to the next company I interview with?"

I'm upfront and truthful about all of it.
I explain it.
I take responsibility for it (not pointing fingers at my former company.

And you know what?

They respected that transparency.
They got it.
Because the right people always do.

Note...."the right people" always do.

If you're an employer that's going to torch me from the interview process because I made a decision like this for my own health, then I don't want to work for you.

There’s no reward for suffering longer in a bad fit job right?

There’s no bonus at the end for “toughing it out” in silence.

Winners never quit and quitters never win is straight B$ in my experience in these situations.

Sometimes the winning IS walking away....super quick

Not when it’s the right time for your employer.
Not when it's gonna look good on your resume.
But when your gut (and your family) says, “This ain't the place for you any longer.”

You don’t need permission to leave a company that's not the right fit for you.

You just need the courage to choose your health and family over a toxic environment.

I’ve never once regretted putting myself first in these types of situations.

But I can tell you that I have regretted staying too long where I didn’t belong.

I once stayed at a company for about a year longer than I should have...until the CEO had mercy on me and fired me. LOL

Lesson: The best career moves aren’t always the ones that follow the "normal" rules of career engagement.

Back in 2000, I had to negotiate my commissions with the sweaty, smelly CFO every single month.

Not because the numbers were fuzzy.
Not because I missed quota.

But because the CFO thought all the salespeople were "overpaid."

But the biggest reason for this stupid process was that there was no commission plan in writing.

Just a handshake, a smile, and a promise.

And every month, it turned into a standoff.

I had to submit my "commission report," which basically was my "first offer" in the negotiation.

Then he would walk his sweaty, smelly a$$ into my office and lay the report down and start nitpicking it.

It was exhausting and it was a crappy position to put me in.

How much of a jerk could I be back to the CFO before he fired me?

I was too young and inexperienced to know better. This was a jacked up process to begin with.

During the interview process, I didn’t think to say, 

"Can I see the commission plan before I accept the offer?"

I didn’t know I needed to. The companies I had been at before all had written commission plans.

That job taught me two things I never forgot:

1/ If it’s not in writing, it doesn’t exist.
2/ Some CFOs genuinely believe salespeople are overpaid and they’ll look for ways to claw back every dollar.

Talk about being penny-wise and pound foolish right?

So here’s my take:

If you’re a CFO and you see your sales team as a cost center instead of a revenue center, you’re in the wrong seat.

And if you’re a salesperson who has to negotiate their commissions regularly, get out. Fast.

They're just trying to screw you by not having an objective commission plan and reporting system.

Today, I would never accept a job unless I got real clarity on my variable compensation plan and written in plain English in the offer letter.

Because great salespeople should be paid what they earned.

And if you jack around with their compensation, they’ll just leave your a$$.

And they should.

And then you'll just be left with mediocre or poor salespeople on your team who are happy just to get a base salary.

I'd love for my sales team to compete against that sales team every day of the week and twice on Sunday.

For years, I thought loyalty to my employer was the right thing to do and would be a key to a successful career. I was wrong.

Loyal to the company.
Loyal to the industry.
Loyal to my boss.

Then one day in 2001, right after 9/11 and after I told my boss my wife was pregnant... the CEO fired me.

Out of the friggin' blue.

No warning. No second chance. Just a clean break.

He sat there smoking a cigarette behind his big mahogany desk, "we've decided to go in a different direction. Today's your last day."

WTF?!

After a few days of disbelief and anger, that’s when it hit me...

I was being loyal to people who were never loyal to me and would never BE loyal to me.

So I made a decision:
From now on, I’m loyal to one person. ME.

Not a company.
Not a boss.
Definitely not a paycheck.

And honestly?
Getting fired that day was one of the best things to ever happen to me.

Because it made me realize this is just business and there is no corporate loyalty.

And I wasn't going to fool myself any longer.

Please don't let yourself be fooled by that in this corporate environment.

There is no corporate loyalty...if there ever was any.

After 27 years of hiring salespeople, I want to bring to light a hot-button issue: Should hiring managers provide feedback to rejected candidates?

Now, this might ruffle some feathers, but I firmly believe it's not always necessary, or even advisable. Here's why:

Feedback can inadvertently create a spiral of 'what ifs' for the candidate, instilling false hope and leading them on the exhausting path of constant self-doubt. It can also potentially open Pandora's box of legal implications, with innocent remarks being misconstrued. 

Yet, I understand the other side too. Well-intentioned feedback can serve as valuable guidance, helping candidates improve and hone their skills for future opportunities. It's a tough balancing act. I've given feedback to rejected candidates before.

From my years of experience, I implore hiring managers to weigh the pros and cons carefully before giving feedback. And to the candidates, remember, rejection is not a dead-end but a detour to the right path.

I welcome differing viewpoints on this topic. So, whether you're a hiring manager, a candidate, or a keen observer, chime in with your thoughts!

With remote and hybrid work, many of you won't even get what I write about next.

There’s something oddly satisfying about wiping a whiteboard clean when you're getting ready for a hefty brainstorming session.

You know the feeling.

Cleaning all the previous junk off the messy whiteboard.

That smell of that whiteboard cleaner in the blue bottle.

It's like corporate smelling salts.

🧽 Fresh space. Clear head. Open mind. Creating something from scratch that didn't exist before.

That's one of the absolute best feelings you can get when you're working at a startup.

It's what I love most.

Creating something from scratch that didn't exist before.

From idea to execution to success.

Well, it's not ALWAYS successful, and in fact, most of the times it's a whiff but we keep coming back for more.

Time to go clean off your whiteboard and create something new.

I made a classic rookie sales leadership mistake. 🤦

I thought I was being clever.
Two top reps.
Both competitive.
So I turned up the heat.

I publicly pitted them against each other.

“Let’s make it fun,” I said.

And I put a drawing of an empty thermometer up on the team whiteboard to measure their competition against each other for all to see.

One of them loved it.
Lit a fire under her.
Crushed her number (Sharon always did).

The other one?
She basically hated it.
She ignored it.
Not because she wasn’t competitive but because she wasn’t wired that way.

She didn’t want to beat someone ELSE.

She competed with herself, not others.

I didn’t see that at the time...um, cuz I was an idiot.

Oh, and I didn't even ask her if she wanted to participate in the competition.

🤪 I assumed all great reps thrive on direct competition.

Wrong.

Some are driven by public scoreboard.
Others are driven by personal excellence.

Such a learning lesson that day.

And I mixed that all up and it totally backfired on me.

💡 Lesson learned:
Not every top performer wants to be in a head-to-head race.

Some just want space to run their own race.

Know the difference.
Ask.
Then lead them how they need to be led.

If I had just had a 5-minute convo with each of them before launching the “fun competition,”
I probably avoided this stupid mistake.

And yeah... I screwed up.

But now I know better and I became a better sales leader because of it.

Quiet quitting has its place, I guess.
Just not at your startup and not on your sales team, if you're any good.

Startups don’t run on bare minimum effort.

The successful people that work at startups don't have "minimum" mindsets.

Startups don't grow fast because someone decided to “just do their job" or "stay in their lane."

And that’s okay.
Not every company is for every person.
But if you’re applying for a sales role at a startup?

You better bring your energy, grit, urgency and extreme ownership.

Because the early-stage grind isn’t about clocking in and clocking out.

It’s about solving problems nobody else has solved yet.

There's no existing playbook they're running.

And there's no “that’s not my job.”

Startups are messy places to work.
The roles are fluid and job titles are basically a joke.
The hours are super long.
The pace is out of control, things need to be done yesterday and all at once.

But the upside of putting in all that work? 

It CAN be massive if you’re in the right seat, with the right mindset, on the right team at the right time.

It take a lot of luck to be successful at a startup but it also take the kind of hard work that quiet quitters just aren't willing to put in.

💡 Learning lesson:
Founders and sales leaders...don’t sugarcoat this in interviews either

Tell candidates exactly what it takes to thrive and even try to talk them OUT of working for you because it will be that hard.

That kind of honesty should be rewarded and applauded by candidates.

Quiet quitting is fine for some, just not on your sales team at your startup.

You don’t get to play the hero and the victim.

If you hit quota, great. Be proud of yourself and take the win.

But when you miss?

Own that, too.

You can’t celebrate your success and then blame everyone else for your failure.

That’s not how high-performers think.

I’ve seen reps hit their number and strut like their 💩 doesn't stink.

Then the next quarter, they fall short and suddenly it’s:

“Comp’s broken.”
“Leads are weak.”
“Manager doesn’t support me.”
“Quota’s unfair.”

Nope.

If others are hitting quota, the target isn’t too high.

If you're the only one struggling, it’s not the system, it’s something you need to fix.

And here’s the hard part no one wants to say out loud:

Complaining to HR won’t save you.
They’re not your friend.
They're not going to fight your battles.
All you're doing is putting a target on your back.

Accountability cuts both ways.

Celebrate your wins. Own your losses.

That’s what leaders do...even if you’re not in a leadership role yet.

No finger-pointing.
No victim stories.
No drama.

If you're a B or C player sales leader, and you only care about protecting you're job, you're going to focus on hiring people under you that aren't nearly as good as you. 

They'll be yes-men and yes-women and it will make you feel so so good that they have to come to you for everything. It makes you feel smart. 

It makes you feel powerful.

But you are so dumb.

Great sales leaders, A-player sales leaders, especially at pre-IPO tech startups are always looking to level up. As a result, they're always trying to hire people that are better than themselves.

It pushes them both to new levels and that's great for the company, it's great for your team and it's great for YOU!

Poor sales leaders won't ever see that though.

A great sales leader might even look at someone they're interviewing and say to themselves, "This person could take my job..."

And want to hire this candidate even more.

Poor sales leaders will say some B$ like "they're too overqualified" and kick them to the curb.

Hire people better than yourself. 

It's good for you and it's good for the company.

But if your ego won't allow you to do this, your team, your company and your career are destined for mediocrity.

I scaled a sales team from 0 to 100 heads in under 2 years - here's 1 crucial mistake I wish I wouldn't have made: 
 
"Starting loose, and then getting tight." 👎 
 
At the time, I thought I was doing the right thing. I told the sales team: 
 
"I only care that you hit or exceed your goals, nothing else matters." 
 
❌ And that was a mistake. As a result, this is what happened: 
 
- reps coming and going whenever they wanted 
- 2-hour lunches (with booze) 
- haphazard pipeline generation 
- inappropriate attire in the office 
- inexcusable behavior on the job 
- inconsistent quota attainment 
 
I thought that the "true north" of hitting goals would be enough and I could trust reps to do the right things. I was sorely wrong. 
 
This was my fault and I regret it because eventually I had to tighten it up and reset behavioral expectations and this resulted in a change management fiasco: 
 
- people going directly to the CEO and CFO about the "cultural changes" I was making, 
- negative Glassdoor reviews, 
- headaches that my sales managers had to deal with. 
 
So as you're leading and building your sales teams, set your expectations right away for results as well as the behaviors and inputs you expect to produce those results. 
 
That's not micromanagement, that's just good leadership. Trust me, I know the difference and have paid the price.

He looked like a rockstar on paper.

Quota? Crushing it.
Pipeline? Big.
Customers? They loved him.

Even the CEO wanted to meet him to learn what he was doing differently.

But something smelled fishy to me. His production was too good to be true.
 
So I started doing my own QA. I had QA calls with many of his new customers without him knowing. Just a check-in from the VP of Sales to learn about their buying process with us.

But what I found made my jaw drop. Turns out, he was telling customers:
 
“Sign up for the biggest plan. I’ll invoice you Net 30. If you don’t like it, just tear up the invoice.”

Zero risk for the buyer.
All upside for him.
 
Because we were comping based on bookings, not collections.

For context, the sales team and the company was young and we didn't have a lot of resources.
 
No collections process yet.
No clawbacks.
 
And he knew it.

So while he looked like our top performer…he was actually STEALING from the company.

After confirming the pattern with several of his new logos, I brought it to HR, our CBO, and the CEO.

We fired him the next day.
 
No second chances.
No quiet exit.

I made it a point to explain what he was doing and why he was getting fired to the entire sales team. Why?

Because ignoring it would’ve sent the worst possible signal: That fraud is fine if you’re hitting quota.

I’ll never be okay with that. And if you’re in sales leadership, you can’t be either.

Learning lesson: One bad actor, if left unchecked, can corrupt the foundation of the sales team you’re trying to build.

Especially if you're building a new team from scratch like I was. Trust and ethics are everything. They're not just some cheesy poster on the wall.
 
They’re set by what you TOLERATE when no one’s watching.

Be honest...are trade shows good for building pipeline or just good for giving out swag?

We spent over $150K on a trade show. The booth looked amazing. Branded swag. Full team on-site. Packed schedule.

And yet we could attribute ZERO quality leads and revenues to that trade show.

That's jacked up.

We've tested this more than once, and the result is always the same:

💩 Trade shows create buzz and "brand awareness," but rarely generate quality leads and good luck attributing any bookings directly to them.

Sure, you’ll get handshakes, drinks, and some cute group photos for Linkedin or Instagram.

But if you're measuring against pipeline creation and closed-won deals? I've learned that the ROI sucks.

Too many sales leaders think trade shows are like some kind of silver bullet. A "target rich" environment.

They're not.

In my experience, they're a distraction unless you have a clear plan, real follow-up, and actual target buyers attending (read: Never Eat Alone by Keith Ferrazzi and learn about "Conference Commandos").

But it's very likely that I just never learned how to "do trade shows right."

What’s your real trade show ROI?

Are you tracking it or just assuming it’s worth it?

What's one thing you always do to make sure your trade shows actually generate leads and revenue for the company?

The busier she got, the better she performed.
Sounds counterintuitive, but it's true

I had a rep once, absolute killer in her AE role (she's now at Google).
Quota-smasher. Zero excuses.

But always asking for more projects and more responsibility.

So I kept handing her more stuff to work on.

And guess what?

Her sales numbers didn’t drop. Nope. They went up.

Here’s what I noticed:
The busier she got, the more focused she became.

She built structure and discipline into her day.
She didn't waste time.
She used her calendar like a champ.

It wasn’t hustle culture.
Nope, she was just super efficient.

She created what I called a “Model Day for Success.”

And it worked for her.
She put time blocks all throughout her day
It was built by her for her, I didn't thrust it upon her.

Since then, I’ve used that concept with every high-performer I coach:
Design your perfect day with purpose and discipline.

Better yet, find out what the Model Day for Success is for the high performers, share it with the rest of the team and encourage them to adopt it.

Note that I wrote "encourage," not force.

Structure is what frees people to perform at their peak but if it's forced upon them, they will resist it....even if it's good for them.

Discipline isn’t boring.
It’s the secret weapon of the elite.
But the low performers claim they don't have enough time.

Sure.

But wouldn't it be cool if your whole team operated on a model day they intentionally designed for their own success instead of winging it day by day?

Taplio

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