Interview

Recently, Selling Like A Champion author sat down to discuss his upcoming book, reflecting on his career to date, his influencers, and what motivates him to jump out of bed every morning.

This five-part series delves into his common-sense leadership style, his unwavering belief in continuous learning, and how these principles have shaped his perspectives on life, family, business, and the gift of helping others achieve greatness.

Q1. How do you create a plan to align your sales targets with your sales quota?

Tom: You start with something simple, yet sometimes it creates unforeseen challenges. —everything we do has to be tied to what the company’s trying to achieve. If our sales strategy isn’t lined up with the bigger picture, we’re just spinning our wheels.

But here’s the key: you take the goals, park them in your back pocket, and go pursue client intent. You figure out what the client really needs, how we solve their problems, and why it matters to them. Then, you align the two what the company needs and what the client needs and that’s when real progress happens.

It’s not just about hitting numbers or promoting the latest offering; it’s about making sure those numbers are tied to meaningful results for both sides. That’s where consistent messaging and constant skill-building come into play. Everyone should know how their work ties back to the company’s goals, but it all starts with understanding the client.

Q2. How do you adapt your sales approach to changing market trends?

Tom: Adapting to changing market trends is a cornerstone of effective sales leadership, and it’s something I emphasize throughout Selling Like a Champion. Sales isn’t static—markets evolve, customer needs shift, and the tools we use to engage are constantly advancing. To stay ahead, my approach combines continuous learning, strategic reflection, and practical application.

First, I prioritize staying informed. This involves actively researching industry trends, monitoring competitors, and engaging with thought leaders. Whether it’s leveraging AI tools like ChatGPT for rapid insights or diving into market reports, I aim to have a clear picture of what’s happening and where the opportunities lie.

Second, I focus on flexibility within structure. I believe in having a strong foundational playbook, but it must be dynamic—a living, breathing guide that adapts to the realities of each deal and the nuances of each client. For example, if a market shift highlights the importance of data security in healthcare, I work with my team to tailor our value proposition to address those emerging concerns directly.

Finally, I lean on the concept of metacognition—a recurring theme in the book. This involves reflecting on what’s worked in the past, learning from challenges, and remaining open to feedback. By building in regular feedback loops and encouraging my team to share insights, we stay agile and aligned with the market.

In essence, adapting to market trends is about marrying curiosity with action. By staying curious about what’s happening in the world and taking deliberate steps to evolve, you don’t just react to change—you lead through it.

Q3. What’s your experience with sales process optimization?

Tom: Sales process optimization is a subject I’m deeply passionate about, and it’s one of the central themes in Selling Like a Champion. My approach to optimizing sales processes revolves around a few key principles: simplicity, adaptability, and continuous improvement.

First, I believe in creating a process that is straightforward and actionable. A great sales process provides clarity without overwhelming the team with unnecessary complexity. It should outline the path from lead generation to closing in a way that feels intuitive and repeatable. For example, in the book, I emphasize the importance of foundational elements like the Three Ts—Tech, Team, and TAM—and how they guide consistent success.

Second, adaptability is critical. A sales process is not a rigid manual but a flexible framework that adapts to different clients, industries, and situations. I discuss in the book how the playbook should be treated as a living tool. Whether it’s refining qualification criteria or adjusting for shifts in buyer behavior, I’m always looking for ways to make the process more relevant and impactful.

Finally, optimization requires constant feedback and iteration. I advocate for creating feedback loops, whether through QBRs, team debriefs, or individual coaching sessions. This allows the team to identify gaps, refine techniques, and implement changes that improve efficiency and outcomes. For example, one insight I’ve gained through feedback is the importance of slowing down during discovery to truly uncover client pain points and align them with measurable business outcomes.

My experience also includes integrating technology to streamline the process. Tools like CRM systems, AI analytics, and interactive playbooks not only help track progress but also ensure that every team member has access to the resources and insights they need to succeed.

Ultimately, sales process optimization is about creating a structure that empowers individuals while driving consistent, scalable results. When done right, it transforms sales from a grind into an orchestrated symphony.

Q4. How have you built high-performing sales teams?

Tom: Building high-performing sales teams has been one of the most fulfilling aspects of my career, and it’s a central focus in Selling Like a Champion. A great team isn’t just a group of individuals hitting their quotas; it’s a cohesive unit aligned around shared goals, standards, and values. My approach to building these teams focuses on hiring with intention, fostering growth, and creating a culture of accountability and collaboration.

The foundation of any high-performing team starts with hiring. I look for more than just a strong résumé—I focus on character, curiosity, and a growth mindset. Some of my most successful hires were unconventional choices who brought grit, resilience, and unique perspectives to the table. As I discuss in the book, trusting your gut while maintaining a structured hiring process ensures you’re bringing on people who not only fit the role but elevate the team.

Once you have the right people, the next step is to invest in their development. High-performing teams are built on continuous learning, so I prioritize coaching, mentoring, and skill development. This involves providing real-time feedback, creating opportunities for reps to stretch beyond their comfort zones, and giving them the tools to succeed. Whether it’s teaching better discovery techniques or introducing frameworks like MEDDICC, I ensure my team has the resources to sharpen their craft and grow professionally.

A high-performing team thrives in an environment of trust, accountability, and shared success. I emphasize the importance of setting clear expectations and holding everyone—including myself—accountable to those standards. But accountability isn’t about micromanaging; it’s about empowering people to take ownership of their roles and celebrating their wins.

Collaboration is equally vital. I encourage open communication, knowledge-sharing, and a team-first mindset. Whether it’s through peer mentorship, shared insights from client engagements, or brainstorming sessions, I want everyone to feel they’re contributing to the collective success. A rising tide lifts all boats.

When you hire intentionally, invest in growth, and build a culture of trust and accountability, something incredible happens. Your team doesn’t just meet expectations—they exceed them. They don’t just close deals—they create long-lasting client relationships. And perhaps most importantly, they find fulfillment in their work, which drives even greater success.

For me, the ultimate measure of a high-performing team is not just in the numbers they deliver but in the legacy they leave behind—their ability to inspire others, innovate, and sustain excellence over time.