MARK ZIDES
MARK ZIDES
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A product that works, a team working harder than ever, and a number that will not move. Mark Zides finds the actual constraint and rebuilds the engine around it.
The offer
The constraint named, the revenue motion rebuilt with your team, and the accountability to keep it running after Mark leaves. He works inside your business rather than delivering to it, which is why the exit criterion is written before the work starts.
What is actually capping growth, written down with the evidence and what it costs per quarter to leave alone.
ICP, process, playbook, comp and forecast, built with the people who will run them rather than handed over as a document.
Your team runs the motion, the board pack runs without him, and the engagement ends on a criterion agreed at the start.
The problem
Stalled growth is rarely a talent problem. Sales consulting starts from the four system failures behind it: an ICP too broad to qualify against, a pipeline only the founder can move, a forecast built on opinion, and every rep selling a different company.
The deliverables
Seven deliverables, built in order because each depends on the last, and all of them yours when the engagement closes. This is the difference between a consultant who leaves a diagnosis and an operator who leaves a working revenue engine behind.
The engagement
Three to twelve months on The UNLOCK Method: the same six moves in the same order every time, uncover, name, leverage, organise, codify, keep scaling. Depth and pace are set on the first call against what the business needs rather than a fixed schedule.
CRM access, live calls, lost-deal notes, and conversations with reps, marketing and churned customers.
Twenty ideas ranked by return and time to impact. Eighteen get killed here.
Two or three get funded: the target, the pricing, the channel, and the criteria for killing them.
Process rewritten, playbook drafted, CRM reconfigured, hiring and comp modelled, cadence installed.
Pipeline reviews, deal coaching, hard calls joined. The playbook is edited every time reality disagrees.
Someone else closes your largest deals and the board pack runs without Mark in the room.
The other shape
Yes. Consulting advises; fractional leadership carries the number. Mark takes the seat himself, running the team, owning the forecast, sitting in the leadership meeting, then hands it to the full-time hire he helps you choose. The commitment follows what the business needs.
The seat, part time, before the business can justify a full-time hire.
Managing the reps you already have to a process that did not exist before.
Cover after a departure, so the quarter does not leave with the leaver.
Marketing, sales and partnerships under one number and one owner.
He owns the revenue narrative in the board pack, and answers to it in the room.
Scorecard, interviews, and onboarding the hire into the playbook he built.
Joining your largest deals in person while the team is still ramping into the motion.
The scope
There is no price on this page because the scope is not knowable until the constraint is named. Three things set it, and all three are settled on the first call rather than in a proposal written before anyone has looked at your pipeline.
A pricing question is a short diagnostic. A motion with no team to run it is a year of work. The scope follows the constraint, which is why naming it comes first.
Advising the leader who carries the number costs less than carrying it himself as fractional cover. That choice is yours and it can change mid-engagement.
Compressing the work costs more and holds less, because hiring and coaching cannot be accelerated past the pace people actually learn.
The fit
Founders and leaders at growth-stage technology and services companies, including SaaS and AI, whose product works and whose sales system does not. Four signals say hire now. Four more say the money is better spent elsewhere first, and saying so early is cheaper for everyone.
The proof
Six companies founded, three exited, including a nine-figure private-equity rollup. Thirty-five years and four hundred plus Fortune 1000 clients. Two bestselling books and a TEDx stage. The UNLOCK Method came out of those companies, not out of a framework deck.
A consulting firm sold in a nine-figure deal. An HR-tech platform taken to an eight-figure exit. An MIT-founded AI company turned around from the CEO seat.
Procurement, security review, buying committees, long enterprise cycles. The motion Mark designs is one he has already sold at that altitude.
Rewired Leadership and The #PACE Process. He teaches this material in public, which is why the playbook is written to be handed over.
Uncover, Name, Leverage, Organize, Codify, Keep Scaling. Six moves, one sequence, every engagement.
I’m not a consultant with a theory. I’m an operator who’s lived every stage from founding to exit. Founders bring me in as the catalyst. I stay for the scale.
Mark Zides
FAQ ( Here to Help )
A sales consultant diagnoses why revenue has stalled and rebuilds the system behind it, ICP, pipeline stages, forecasting, comp and team design. Mark Zides does that work with your team rather than handing over a report, and stays until a new rep can run the motion without him.
Training changes what reps say. Consulting changes what the company does. If the process, the qualification bar and the forecast are broken, training a rep inside that system buys you a better-spoken version of the same number.
Yes. Same UNLOCK Method, more ownership: he carries the number himself rather than advising from outside. The commitment is built around what the business needs rather than a fixed schedule. Founders use it before a full-time hire, or as interim cover after one leaves.
Three to twelve months. Long enough to name the constraint, rebuild the motion, hire into it and coach the leaders who own it. Shorter than that and nothing survives the handover.
Growth-stage technology and services companies, including SaaS and AI, plus PE and VC portfolio companies. The test is repeatable revenue rather than a revenue band: below that, the constraint is the product, not the motion.
Only as far as the motion requires. Stages, fields and reports get rebuilt to match the process; the platform usually stays. Replacing tools before fixing the process buys an expensive version of the old problem.
A named constraint, a documented sales process, a playbook a new rep can run in week two, a hiring and compensation plan, and a forecast the board believes. The exit criterion is someone other than the founder closing the largest deals.
The first call
Thirty minutes on what is actually holding the number back, and which engagement fits. No deck, no pitch, if the answer is that you do not need Mark, he will say so on the call.