For sales leaders.
Nobody trained you for
this part of the job.
You were promoted for how you sold. Now your forecast decides headcount, budget, and how much your executives trust the number you give them — and no one taught you how to carry that.
The hardest part of your job was never in the job description.
You got this role because you were good at selling. That's not nothing — but it's not the job anymore. 85% of new managers get no formal training before stepping into the role (Gartner Research). Most sales leaders are handed a team, a quota, and a forecast call, and left to figure out the rest.
It gets sharper in sales specifically. Research tracking nearly 40,000 sales workers across 131 firms found that companies systematically promote their best salespeople into management — and that the better the rep, the worse they often perform as a manager (Benson, Li & Shue, Promotions and the Peter Principle, NBER/Quarterly Journal of Economics). Being excellent at carrying your own number doesn't teach you how to read someone else's.
That gap shows up first in the forecast.
Without training in pipeline inspection or forecast coaching, managers often take rep-reported numbers at face value instead of pressure-testing them — which is exactly what produces the surprise at the end of the quarter that undermines your credibility with the executives above you.
And your forecast doesn't stay contained to sales. A missed number ripples outward — into hiring plans, marketing spend, cash flow, and how much the board trusts the next number you bring them. Over-forecast, and the business hires and spends against revenue that never shows up. Under-forecast, and the team is understaffed right when it should be capturing the opportunity in front of it. Poor forecast data alone is estimated to cost companies 15–25% of revenue a year. None of that is your fault for not knowing — nobody taught you what to check. But it is now your job to close that gap.
Choose your session →Choose your session.
Both are private, both are with me. The difference is who else is in the room.
Joint Opportunity
Pressure Test
You, your rep, and me.
One deal, examined for what's confirmed and what's assumed — with you and your rep both on the call.
We pressure-test how each of you is reading it, side by side, not just the rep's account relayed back to you afterward.
$450 · 30 minutes
Manager Forecast
Pressure Test
Private, just you.
Your team's top 5 deals — the ones you're counting on to hit your number for the quarter. We'll test whether your confidence in each is earned or assumed, and flag what's still missing before you report it upward.
$900 · 1 hour
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
What changes after one session.
Whether you book the Joint Opportunity Pressure Test or the Manager Forecast Pressure Test, the shift is the same — just scoped to one deal instead of your whole number.
- You stop defending and start knowing. Whether it's one deal or your whole forecast, you'll see what's confirmed and what's still assumption — before you carry it into a room with your own executives.
- You'll know whose read to trust, and whose to pressure-test. Bias shows up rep by rep, not just team-wide. The Joint session shows you this live, on one deal, in real time; the Manager Forecast session shows you the pattern across your whole number — either way, you know exactly where to spend your coaching time next.
- Your reviews get shorter and sharper. Instead of "why do you think this closes," the question becomes "what's confirmed, and what's still assumed" — a conversation that actually changes the read, not just defends it.
- The risk you present upward drops. Once you know which parts of a deal — or the whole forecast — are evidence-based and which are hope-based, you can flag exposure before it becomes a miss, not explain it after.
Know what you're carrying into your next forecast call.
Bring one deal and your rep, or bring your whole number and come alone. Either way, you leave with a clear read on what's real — and what you're still taking on faith.
