ContactOut

Negotiate contracts, pricing, and terms to secure profitable deals and maximize value for both the company and the client.

Stay updated on industry trends, competitive landscape, and market conditions to identify new business opportunities.

Prepare and deliver persuasive presentations, demonstrations, and proposals to clients, showcasing the value of the company's products or services.

Sales Development Representative

Tech Startup

Sales Development Representative at ContactOut

As a Sales Development Representative, I am fueled by my sincere desire to connect with individuals and aid them in discovering the solutions that will lead them to success. My unique blend of enthusiasm, strategic thinking, and technical expertise sets me apart. I have a proven track record of generating top-notch leads that convert into loyal customers.

With extensive experience in crafting and implementing effective sales development strategies across diverse industries, I have honed my ability to establish meaningful connections with people and fully grasp their needs. I leverage cutting-edge tools and technologies to optimize my sales strategies, relying on data-driven insights to consistently deliver exceptional results.

Above all, my commitment lies in providing outstanding customer service and cultivating long-term relationships built on trust and transparency. Whether you're a startup aiming to establish your presence in the market or an established company seeking to revitalize your sales development efforts, I possess the skills and expertise to help you achieve your goals.

If you're in search of a passionate Sales Development Representative who is dedicated to helping individuals succeed and surpassing expectations with exceptional outcomes, I invite you to connect with me. Let's collaborate and explore how we can propel your business forward.

Ella Chivers

Fractional Leader | COO / Integrator (EOS®) | Leadership Coach

I cut my teeth in the corporate world leading marketing operations inside medium-sized, private-equity–backed companies across both B2C and B2B markets.  It was a great training ground but if I’m being honest, the real education came later.

Even a graduate degree (Master's of Science in Organizational Leadership) 10 years into my career couldn’t have prepared me for what I’ve learned firsthand inside entrepreneurial companies. As a 4x business owner and through my work alongside dozens of lower–mid market privately held organizations the better part of the last decade+, I’ve lived the founder journey from the inside... The late-night decisions. The “this seemed like a good idea at the time” moments. The realization that scaling a business is less about a perfect strategy and more about building the systems, leadership, and structure that allow great ideas to thrive.

Along the way, my team and I have helped companies expand profit margins, break through to their next stage of revenue scale, and refocus their leadership teams on the work that actually matters. Just as importantly, we help uncover the unseen forces inside organizations—the intangible assets that create stability, structure, and long-term enterprise value.

Outside of business, I live in sunny Colorado with my husband and our three daughters, which means I get daily practice managing chaos, negotiating competing priorities, and running complex operations… just at a much smaller scale and with more snacks involved. Between entrepreneurship and raising a family, I’ve learned a thing or two about managing scalable energy—in both business and life. I’m passionate about helping other leaders do the same.



🔗 GET THE BOOK! Unseen Forces: https://www.savvystrategicpartners.com/book



🔗Learn from our Vision Untethered Podcast: https://www.savvystrategicpartners.com/podcast

Jill Simonds

An entrepreneur friend of mine reminded me recently; no matter the business we're in, we should all strive to be entertainment companies. (Am I right John Mashni?)

Not entertainment as in lights and stage performance. Entertainment as in: EXPERIENCE. Hospitality. 

How people FEEL when they interact with what you built. How people experience either the product or the service you deliver is what actually differentiates you.

I got a front-row seat to a company doing this well at the JUMP Convention in Denver, run by the team at DanceOne. Huge shoutout to them!

What really stood out was something many organizations in this industry might overlook: the full family experience.

They kicked things off with a parents hip hop class, led by an actual choreographer. I was ALL ABOUT IT. They designed an experience for the whole ecosystem around them. That kind of detail doesn’t happen by accident. 

It comes from a team that understands what they’re really building.

An experience people remember.

Founder & CEO of Savvy | award-winning fractional C-suite agency | Value Savvy™ Framework Author

What I wish more founders understood about hiring executives:

When things start breaking, the instinct is…
We need a full-time COO.
We need a real CFO now.
We need a CRO to fix revenue.

Because more executive = more leverage… right?

Not exactly.

Look at how most executives actually spend their week:
Board prep.
Internal meetings.
Cross-functional alignment.
Recruiting.
Fire drills.
Quarterly planning.

By Friday, the hours left for actual executive work — designing systems, improving economics, building durable capability — are thin.

A COO spends 60% of their time unblocking tasks → senior project manager.
A CFO explains numbers → reporter instead of capital strategist.
A CRO lives in forecast calls → deal manager, not revenue architect.

Making the role full-time doesn’t fix this.

It often just scales the noise.

Strong and mature organizations do something different.

They treat executive time like a scarce asset.

They decide what only executives should do — and build layers to protect it.
If your COO runs standups, the system is underbuilt.
If your CFO reconciles spreadsheets, the finance layer is thin.
If your CRO negotiates discounts, the leadership bench is weak.

It comes down to design, not headcount.

So the real question isn’t:
“Do we need a full-time executive?”

It’s:
Are you paying for executive leverage — or funding a very expensive buffer for organizational inefficiency?

Where in your company is senior talent absorbing friction instead of removing it?

Valuation can often be treated as a function of growth.

Revenue is up = multiple is up.

But there’s a less obvious driver of both: decision speed…. speed at which a company converts information into committed action.

Slow decision making show up as missed opportunities, deferred owner, and teams waiting for alignment that never quite lands.

Mature companies remove friction from decision-making:

1. They are explicit about who decides.
2. They treat most choices as reversible.
3. They shorten feedback loops so learning happens quickly.

Decision speed requires structure. 

It lives in operating cadence, clarity of ownership, and the willingness to move before perfect certainty.

Anyone else think that perhaps fractional leadership has a positioning problem?

It’s often framed as a stopgap. A temporary bridge until a company can “afford” a real executive.

but this framing can also miss the point.

Fractional leadership ACCELERATES maturity.

Most growing companies are too complex for scrappy generalists, but not yet ready for a full executive bench. 

Revenue is climbing. Decisions are heavier. The operating model hasn’t caught up.

This is exactly where we see so many companies stall.

A seasoned fractional leader brings pattern recognition.. what I mean by that is they've operated at these inflection points before. They know what breaks at $5M, $20M, $50M — and they install actual systems, not just advice.

Because they aren’t angling for tenure, the mandate is: build capability, create clarity, elevate decision quality.

Used well, fractional leadership compresses the learning curve.

It introduces executive-grade thinking earlier than most companies believe they “deserve.”

If the constraint is experience or structure — not hours worked — fractional is often the fastest way forward.

The companies that treat it as a bridge outgrow it.

The companies that treat it as a lever mature because of it.

That’s the difference.

Most companies are built around a founder.

But few of them are built to actually outlast one.

In the early years, the founder’s taste sets the bar.  Their speed drives momentum. Their judgment breaks ties. But what makes a company take off can quietly prevent it from scaling.

If every key decision routes through one person...

If culture lives in the founder’s personality...

If strategy exists only in their head... it’s fragile.

Founders who cling to control often make the company brittle.

Rather than thinking of it purely as 'letting go'.. you still have a responsibility here. You have to build something strong enough to survive you.

Roles are often built around tasks.

That’s why so many teams feel busy and stuck at the same time.

When a job is defined by tasks, success becomes activity: send the report. Join the meeting. Update the deck. Close the tickets.

If the boxes are checked, the job is “done.”

But nothing meaningful may have changed.

Task-based roles reward motion.
Outcome-based roles reward progress.

Here’s the difference in plain terms:

A task-based marketer publishes three posts a week.
An outcome-based marketer generates qualified pipeline.

A task-based ops lead runs the weekly meeting.
An outcome-based ops lead reduces cycle time.

The tasks might look similar. The mindset is not.

When you define a role by outcome, three things happen.

First, priorities get sharper. You can’t define outcomes without deciding what matters. That alone cuts noise.

Second, capable people think more. When you’re measured on results, you look for leverage. When you’re measured on activity, you look for visibility.

Third, misalignment shows up faster. If someone owns an outcome but lacks authority or resources to influence it, that’s a design flaw—not a performance issue.

This isn’t about working harder.
It’s about defining success clearly.

If your team feels overloaded but underpowered, don’t add more process.

Rewrite the role.

Start with the result you need.
Let the tasks support it.

Let me ask you something I’ve asked a few founders over the years.

If someone offered you the chance to buy your own company today — at a healthy multiple — would you say yes?

Not as the operator who already knows where the bodies are buried. As a buyer. Writing a real check.

You know where revenue is fragile.
You know which clients are hanging on relationships.
You know which systems only work because a few people overextend themselves.
You know which problems you’ve been meaning to fix “next quarter.”

An outside buyer would diligence all of that. Many leaders are running companies they wouldn’t personally invest in.

This does not mean you're a moral failure. It’s acutally a clarity opportunity!

When you build something slowly, you normalize the cracks. 

You adjust to the workarounds. You tell yourself it’s temporary.

Strong numbers can hide a weak foundation.

Many say they care about long-term value. But then they manage the business one quarter at a time.

I’m talking about assets you can’t easily measure:

Trust from customers…
A strong leadership bench…
People who know how the work really gets done…
Clear systems that support good decisions….
A culture that keeps capable operators…

These don’t move overnight. That’s why they’re often the first to be cut. Training gets trimmed. Product investment slows. Hiring is delayed. 

The early signs are easy to miss:
Good people leave.

Customers shop around.

Execution depends on a few key individuals.
Decisions take longer because trust is thinner.

Financial results are an outcome. The intangibles are the cause.

If you manage only the outcome, you slowly weaken the cause.

Durable companies treat trust, talent, and capability as real assets. They invest in them even when the return isn’t immediate.

Because staying strong is harder than looking strong.

Many founders carry the business longer than they should.
Enjoyed this conversation with Rocky Foroutan about making the shift to a team that carries it forward.

A must-listen episode with Rocky Foroutan, Founder & CEO of LenderHomePage.com, for leaders ready to stop carrying the business and start leading the team that carries it forward.

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The Battle

Ella Chivers

Jill Simonds

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The Battle

Ella Chivers

Jill Simonds

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Engagements

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jill Simonds's LinkedIn Performance

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