Where this actually started.
I'm a certified scuba diver. I met my husband, James, while he was teaching my Advanced Open Water class — we've been diving, and married, ever since. We live in Miami with two dogs and a cat who remains thoroughly unimpressed by both of us, and we co-own a dive training business together.
Diving taught me how to handle fear before sales ever did. Recognize it. Let it go. Then problem-solve. Panic is what actually gets divers hurt — not the situation they're in. An experienced diver and a panicking diver can face the exact same problem underwater; only one of them is in real danger.
It took me most of a 25-year sales career to realize I was watching the same pattern play out in boardrooms and pipeline reviews. The pressure of hitting quota — a number that supports your family, your career, your sense of whether you're good at this job — creates fear. Fear creates stress. And stress is exactly where assumptions quietly take over and start making decisions for you, the same way panic takes over an inexperienced diver.
You stop seeing the deal in front of you and start seeing the version of it you need to be true.
Twenty-five years, on purpose, not by accident.
I've spent 25 years in enterprise sales — but I didn't spend them standing still. I moved between company sizes — across companies like Adobe, Vimeo, Ipsos, and eMarketer — sold to mid-size and enterprise buyers across CPG, travel & hospitality, insurance, retail, healthcare, and media, and worked on MEDDPICC, Challenger, and every variation in between.
I also sold new categories that didn't have a line item yet — digital advertising, social media management platforms, Marketing Clouds — where the first job wasn't closing, it was convincing someone the budget should exist at all. Every move like that is a risk: new product, new buyer, new rules for what "qualified" even means.
Not all of those risks paid off. I've lost deals I was certain I'd win, misjudged situations I thought I understood, and built pictures of a deal — or a role, or a market — that felt completely accurate and turned out to be wrong. Bias isn't a junior mistake, and it isn't something that goes away with tenure. I've watched senior sellers, great ones, lose sure things. I've been one of them.
That's the real origin of Unbiased Selling. Not 25 years of steady wins — 25 years of taking risks, getting some of them wrong, and noticing the same failure pattern every time: fear, then stress, then an assumption standing in for a fact. I didn't build this by observing other people's mistakes from the outside. I built it because the failures were mine, and I needed a better way to catch the pattern before it cost me the next deal.
What I do now.
I help people at every level of a sales organization — reps, managers, leadership — face their own bias, so the whole team works from the same reality: which deals are real, where the actual risk sits, and where resources should go. That's less time and money spent chasing deals that were never going to close, and a forecast that holds up all the way to the boardroom.
For sales reps, that means pressure-testing the deal you can't stop thinking about, before you invest more of yourself in it.
For sales leaders, it means naming the bias sitting inside your team's forecast — the risk you'd otherwise carry upward without ever knowing it's there.
For entire sales teams, it means training sessions, QBRs, and SKOs that shift how the whole group reads buyer reality, together.
Underneath the diving, the sales career, all of it, is one simple thing: I like helping people. That's the real reason Unbiased Selling exists.
Testimonials.
During our shift to an executive-focused outbound strategy, Karina’s coaching was transformative. She helped us distinguish between assumptions and confirmed facts, which led to sharper, more evidence-based forecast reviews. By meeting each team member where they were, she fostered a more disciplined and self-aware culture that equipped us to think more critically through complex, executive-level deals.
I'd work with her again without hesitation, and I recommend her to any team navigating change and looking to build a more discipline.
Sarah S. - Sales Leader - Google
The Unbiased Selling framework helped shift my sales approach from optimism-based to evidence-based, enabling me to objectively evaluate pipeline health and walk away from unrealistic deals. By identifying a critical authority gap in a stalled Mediapro opportunity, I was able to multi-thread, increase ARR, and successfully close a six-figure deal.
The impact on my performance results included:
- Quota attainment: 141%
- AOV: $20K higher than the team average
- Sales cycle: Reduced by 14 days
- Forecast accuracy: 92% of committed deals
These habits established me as the top performer on my team in my first year in a closing role.
Doug M. - Sales Rep - Vimeo
How do we work together?
For the sales rep.
Book a 1:1 session that fits what you need right now:
Opportunity — the one deal you can’t stop thinking about.
Forecast — your best bets for the quarter.
Pipeline — your full year's path to quota.
For the sales leader.
Pressure-test your team's forecast.
Book a private 1:1 session with Karina — see what's confirmed, what's assumed, and what risk you're actually carrying upward.
For the sales team.
Bring Unbiased Selling to your next weekly call, QBR, SKO, or training day — from a 30-minute team briefing to a full 2-hour intensive.
Your team leaves able to spot the risk in their own pipeline, know what to do about it immediately, and forecast a number that actually holds up.
